Driving Organizational Intelligence

Implementing
Intelligence
Capability at the
Organizational Level
By KaSandra Husar and Rom Gayoso, Intel

Most industry players strive to develop an advanced
organizational intelligence capability, since in many cases
this capability creates a competitive advantage in the
marketplace. Intelligence development success can be
achieved by artfully utilizing multiple transition methods
combined with strong program management and a clear
vision of what exactly this success looks like.
In this article we discuss the steps necessary for the
creation of your own Market Intelligence Dossier, which is
a structured approach to managing the intelligence effort
in any organization. We will also help you locate your firm
in the market intelligence maturity curve, and finally we
will work together on some of the best ways to move your
firm through the maturity curve using tried methods.

Figure 1:The PCAA Model
THE PLAN-COLLECT-ANALYZE-ADAPT MODEL
Before your company embarks on an effort to develop
intelligence capabilities at multiple organizational levels,

Volume 13 • Number 4 • October/December 2010 www.scip.org 27

implementing intelligence capability at the organizational level

deliverables scoped in the Plan phase. In essence,
the PCAA Model is one large feedback loop of
continuous improvement.
Also determine that the intelligence
organization has the business knowledge and
the ability to properly integrate that knowledge
into marketing intelligence and that they can
influence stakeholders to drive decisions that
impact the bottom line (Husar & Gayoso 2010).
One way to guide decision-makers through the
robust development of their requisite knowledge
base and industry expertise is by implementing
the Market Intelligence Dossier Development
Process (see Figure 2).

MARKET INTELLIGENCE DOSSIER
DEVELOPMENT PROCESS
The Market Intelligence Dossier Process
basically outlines the knowledge areas that
decision-makers must have strong acumen in
so that they can most effectively impact the
business. In reality, as the organization’s eyes and
ears are on the external environment, market
intelligence practitioners need to have command
of the macro forces surrounding the firm, as
Figure 2: MI Dossier Development Process well as a deep knowledge of the product offerings
and an established process to capture and process
intelligence.
first ensure that the organization’s individual decision- By following this process one can be assured of
makers involved in this effort are thoroughly trained and obtaining a substantial knowledge base in the desired
educated on the Market Intelligence Process Plan-Collect- area of business and industry. In essence it guides the
Analyze-Adapt (PCAA) Model (see Figure 1). development of the appropriate knowledge required to
Adopting the PCAA Model is a wise investment make optimal business decisions. Once the individuals in
of your resources for many reasons. First, the primary an organization have developed these requisite personal
benefits of the Plan phase reside in its ability to assess the market intelligence and business acumen skills, they can
task at hand, and to define the scope of the deliverable. then consider moving the organization as an entity to a
The plan also serves as a rallying point for the troops, as desired state of market intelligence capability.
its development requires greater engagement and closer
collaboration among different stakeholders.
The Collect phase is an important step in the effort
since it translates the data discovery process into the STAGES OF ORGANIZATIONAL MATURITY
tactical execution. It is also an excellent opportunity to One way to categorize the current status of intelligence
reach out and involve other members of the organization in an organization and map its progression path towards
in the process. In the Analyze phase you concentrate the desired end state is to apply the Organizational Market
your effort not only on processing the data, but also Intelligence Maturity Stages matrix in Figure 3. The
on translating the key findings into a way your own matrix serves two purposes: one is to help you use defined
organization can understand and apply it. categories to best describe the current stage of market
intelligence development in your organization; and the
Finally, on the Adapt phase the effort is focused other is to help you draw a plan to help the firm progress
on feedback that makes the necessary changes to the from point to point.

28 www.scip.org Competitive Intelligence


Stage 2: Containment
The next stage of
organizational maturity
is that of containment.
In this stage, the firm’s
decision-makers are
expected to develop
optimal decisions
with some input from
benchmarking or market
intelligence in order to
develop a more complex
understanding of the
industry environment.
They also apply data
and information which
contributes to their
Figure 3: Organizational MI Transformation PIT Model strategic planning
decisions. In addition,
these decision-makers
occasionally use market
Stage 1: Beginning intelligence to focus on opportunities developing in their
The first stage of organizational market intelligence outside environment.
maturity is characterized by rudimentary and basic Some established infrastructure usually exists in the
attempts at developing the intelligence processes. form of a website that decision-makers can access to find
Individuals at the top of the organization or key leadership information and data. In some cases a personal knowledge
have minimal expectations for the intelligence capability. infrastructure is in place to help drive organization-wide
The organization participates in ad-hoc benchmarking and competencies and best known methods.
applies some attention to the external environment for
decision-making purposes. At this stage, strategy deliverables require some
element of benchmarking and market intelligence to
Pockets of stronger capability in business acumen be accepted by upper management. Even though some
exist, but for the most part the organization is inwardly knowledge is produced through these two activities, it is
focused and tends to make business decisions in an still not sufficient to enable the firm to develop a stronger
information vacuum. Some individuals may make token market orientation or a competitive advantage as Wang
efforts to build an infrastructure that enables data and (2010) envisioned it.
information gathering. In this stage, market intelligence
creates a slight-to-nonexistent effect on or input to the Stages 1 and 2 of market intelligence maturity
development of cost strategies. are characteristic of an organization which is in a
reactionary state. In most cases this type of organization
In many cases, the company bases its future strategic finds itself reacting to changing environmental factors and
objectives or goals on an extension of its historical or operating in a ‘firefighting’ mode because of its lack of
current goals. Then, the market intelligence function is strategic insight into changes in the environment existing
a far from acting as a strategic multiplier of corporate outside of the company’s four walls.
performance as Wolfberg (2006) envisioned it to be.
Neither can it operate as the analytical base necessary to
develop an operational competitive intelligence system Stage 3: In Control
as Hou and Chen (2008) thought it should be as the The next phase of maturity exists when the
required organizational, inter-personal, and informational organization has developed, implemented, and applied a
networks at this stage would either be non-existent or not full intelligence process. In this phase the top leadership
developed enough to allow the market intelligence activity levels convey in a clear and articulated tone that strong
to flourish.


business acumen, which incorporates knowledge of the knowledge of impact factors is an integral part of “how”
company’s environment, is expected when developing one goes about making decisions. This knowledge is
strategy. Forward looking planning, anticipation of market embedded in the fabric of an individual’s job role and the
trends, and an understanding of environmental impact culture of the organization.
factors (PEST) are beginning to be the “way we do our Sufficient human and financial resources are provided
jobs,” replacing the event driven and reactionary approach. to ensure that the right information is available to the right
In most cases an established central group of people, and it assists them in making the right decisions.
intelligence experts are heavily involved in managing and Appropriate data sources, analytical tools, and planning
reporting results from an ongoing monitoring of external expertise are in place and funded.
elements that can impact strategy or be an impetus for The decision-makers themselves have been thoroughly
reassessing its direction. In some cases, this central team trained in how to utilize advanced analytical tools such as
of experts serves a dual function, also operating in an multivariate factor analysis, wargaming, scenario planning,
enabling role for the organization. Porters industry analysis, SWOT techniques, and PEST
Here the central team is responsible for developing monitoring. In addition, every decision-maker has a
and managing the intelligence information backbone and continuously updated dossier in their area of responsibility.
infrastructure based on people, information, and tools. This state of knowledge is advanced and proactive in
Included in this infrastructure is the means to apply the nature.
more advanced analytical toolsets and predictive scenario Based on the availability of strong expertise, at this
planning. This infrastructure is designed, developed, level internal business partners recognize both the market
and implemented for the use of the entire organization. intelligence team and its individuals as the “go to” sources
However its operations are primarily focused on for business and market knowledge. This results in
developing and driving strategy and decisions. corporate strategy development benefitting from a highly
In this stage the company has created a robust business collaborative front end engagement.
acumen and intelligence training, and employees have In the role model stage the intelligence infrastructure
access to skill-set up-leveling tools. When developing drives value creation throughout the organization. The
strategic objectives and targets, market intelligence market intelligence function not only enables strategy, but
becomes an integral part of this goal setting. In many is also an integral part of the feedback loop, responsible for
cases, corporate leaders decide to achieve this stage for monitoring and introducing operational corrections much
80% of the individuals and planning efforts in their the same way Peterson & Wofford (2007) envisioned it.
organization(s). They move only a few select critical groups
of decision-makers to the final stage of role modeling,
based on a cost benefit analysis of the time and resources Stage 5: Thought Leaders
required to reach the stage 4 level. The final stage of organizational maturity can be
characterized as that of a role model but with added
impact across industry lines which can completely change
Stage 4: Role Model the way the company conducts business. In this case,
This organizational maturity stage is achieved the decision-makers are thought leaders. They push the
when the firm’s strategic decision-making and market envelope by developing new ways to do business and
intelligence functions are recognized as an industry driving the industry with innovative strategies at the
role model. In this stage, senior management not only leading edge of thought and development (and in many
expects decision-makers to be knowledgeable about their cases across industry lines). For example, when a market
business, but also to be viewed as the leading experts in intelligence professional in Delta Company develops a new
their respective industries. In many cases, these individuals and innovative type of analytical tool or method that is not
publish white papers, speak at industry conferences, hold only useful in Delta Company’s markets but also across
patents, process copyrights, and author books. unrelated industry lines, this would be characteristic of the
At this stage the organization operates with the game-changing stage.
implied understanding that including environmental An organization operating at this level considers its
market intelligence capability a competitive advantage with



direct impact on the company’s success
in the marketplace. It would be viewed
by others as best-in-class in the practice
of market intelligence. This company’s
employees would be actively recruited
to impart cutting edge knowledge by
participating in global consortiums
and cross-industry forums such as the
Corporate Executive Board (CEB),
Strategic and Competitive Intelligence
Professionals (SCIP) and more.
At this stage, senior managers
utilize the market intelligence functions
to sustain strategic competitive
advantage (Vanoy & Salam 2010).
Their individual experts work to
continuously create decisions that Figure 4: Organizational MI Maturity Stages
ensure sustainable superior corporate
performance (Tang & Liao 2010).

Stages 3 through 5 of the market intelligence The need to focus on people as change agents is not
maturity curve are characteristic of an organization new (see Perme 1999). But over time the focus on people
which is in a proactive state. In this state an organization has evolved to include an understanding of how those
is operating a strong early warning system to identify empowered employees actually became a source of creative
potential threats and opportunities on the horizon. Its disruption (Prewitt 2001). Currently Transition Change
managers develop or adjust the company’s strategy so as to Management is viewed as a more holistic process (Prosci
intercept these potential blips on the radar. 2010). It encompasses not only managers and senior
leaders in the organization, but also includes a focus on
individual employee capabilities as well as on teams.
Much of the focus on enabling people can be
LEADING AN ORGANIZATION THROUGH THE understood by analyzing the Awareness Desire Knowledge
MARKET INTELLIGENCE MATURITY STAGES Ability Reinforcement (ADKAR) model (Hiatt, 2006).
It is a substantial challenge to lead an organization This model basically organizes a combination of awareness,
through the market intelligence maturity stages and desire, knowledge, ability, and reinforcement to produce a
transition it from ‘Beginning’ to ‘Thought Leader.’ structured way to bring about change. In essence, a central
One of the methods to drive this type of fundamental intelligence team should drive the organization through
intelligence change is to apply the organizational market the phases of maturity utilizing both the PIT and the
intelligence transformation People-Information-Tools TCM methodologies in tandem.
(PIT) Model. (see Figure 4)
This transformation method provides the basis on
which to develop the backbone infrastructure for the
three main pillars of organizational knowledge: people, PEOPLE INFRASTRUCTURE
information, and tools. In tandem, this approach is also This pillar of organizational structure refers to the
applicable to the industry methodology of Transition actual individuals who must be dedicated to harnessing
Change Management (TCM) which helps transition the knowledge of the entire company. They ensure that
individuals through the changes in expectation and valuable and accurate knowledge is developed, retained,
performance that will lead to their creating the desired and shared among the various parts of the organization. By
results. identifying a market intelligence lead role for each segment



of the business, these individuals ensure development and TOOLS INFRASTRUCTURE
operation of the proper TCM, communications, leadership The final pillar, tools infrastructure, is the most
engagements, sub-org intelligence build, and infrastructure straightforward one. It includes all analytical tools,
maintenance. methodologies, constructs, systems, and training required
People infrastructure also refers to building networks to ensure that those individuals who drive business
for strategy development and intelligence. These can exist strategy can not only locate but also utilize these available
within multiple partner organizations and across a larger resources. This ensures making the right decisions at
division or corporation. Whenever effective intelligence the right time in the most effective and efficient way
networks are required, team members must become possible. These tools can include a regression analysis
masters in the art of influencing (Husar & Gayoso 2010). engine, comprehensive secondary research engines,
The goal of an effective people infrastructure is providing primary research and benchmarking templates, real-time
access to both overt and tacit knowledge and expertise feeds of market indicators and analysis, access to external
across a large organizational span. This creates reduced consortiums, secondary research firms, and more.
search costs and increased transparency, leading to more Equally important is providing robust training in
effective collaboration. these tools. This ensures that experts not only know how
to utilize the existing resources, but can also find and
process the data and information. The goal is to bring
them to the point where they can combine the located
INFORMATION INFRASTRUCTURE data and information with their own market expertise to
The pillar of information structure rests largely on produce key intelligence. This intelligence can then be
ensuring that decision-makers who are responsible for applied to decision-making and strategy development.
strategy and its execution can quickly find and access One appropriate methodology is the market Dossier
the data and information required to make optimal Development Process (see Figure 2), which governs the
decisions for the bottom line. This infrastructure information-to-action process.
usually encompasses a robust ‘one-stop-shop’ for the
The business environment has become so complex
benchmarking and market intelligence needs of these
that it is even difficult for very experienced decision-
decision-makers.
makers to process all the available information in an
The information infrastructure may incorporate effective way (Gayoso & Husar 2008). Fortunately the
streaming data which is centrally managed, and updated recent confluence of data analysis and computer science
analysis on areas that impact multiple parts of the business has generated one of the most powerful tools in recent
(such as fuel cost expectations or economic predictions). times, data visualization.
This reduces the replication of high-level analysis across
Data visualization was originally developed for
multiple areas of the business, a common issue within
applications such as creating 3D models of cities and geo-
decentralized organizations. Optimally, each part of
visualization (Hotta & Hagiwara 2009) and as tools to
the organization should collaborate with as many other
process climate data (Ladstadner & Steiner 2010), with yet
divisions as possible to draw the maximum benefit from
other practical applications to come. The ability to detect
enterprise-wide licensing or open data sources.
and exploit pattern structures in large data sets (Kuznetsov
In many cases, the information pillar can be the most 2009) resulted in applying data visualization and mapping
difficult element to create. Although sufficient systems displays as a creative way to present complex information
and software capability may already be available, the and help individuals process vast amounts of information
human element in sharing information may not be. If in record time (Chen & Ebert 2009).
individuals or the corporate culture have not developed
In fact Luboschik & Schumann (2007) postulated
a ‘mature organizational’ perspective, issues concerning
that data visualization tools can not only deal with massive
data hoarding can arise. In addition, project managers
data sets, but also aid in the comprehension of very
within the market intelligence team must understand
complex relationships. In addition Sackett & Williams
that both data security requirements for information at
(2006) found specific applications for data visualization in
the individual level and database integrity are essential
the manufacturing environment. A clear example of data
elements of culture transformation success.
visualization tools can be found within Egwuekwe’s (2010)



work, which is an illustrated map of the unemployment Hiatt, Jeffrey (2006). ADKAR: A model for change in
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