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| Competitive Intelligence Organization Diagnostics |
This
comprehensive diagnostic checklist (download)
is a tool designed to help
organizations evaluate the current
state of their competitive
intelligence activities. The
question sets are divided into 10
categories.
Meanwhile, the abbreviated survey
(download)
is a succinct version for quick
assessment purposes.
ABBREVIATED SURVEY
Answer each by describing how
often the statement is true on a
scale of 1 to 4 (1=seldom or
never, 4=always).
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1.
PROBLEM RECOGNITION |
6.
INTERPRETATION |
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Senior management specifically
requests competitive
information to make
strategy decisions. |
Discussion, analysis, and
debate occur to
derive meaningful answers
and recommendations from
data. |
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2.
SPONSORSHIP |
7.
RETURN ON INVESTMENT |
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A specific senior manager
sponsors the competitive
intelligence function and
process. |
CI value is measured
qualitatively and
quantitatively based on
the returns received
versus invested money and
effort . |
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3.
FUTURE ORIENTATION |
8.
ACTION BIAS |
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Strategic planning assumes
that methodical
competitive intelligence
is required for long range
plans. |
There are expectations and
evidence that CI affects
concrete decisions and
motivates specific
actions. |
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4.
INTERNAL LEVERAGE |
9.
STRATEGY IMPACT |
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Processes are established
and effectively executed
to use employees for
competitive intelligence
questions. |
Competitive intelligence
is integral to strategy
planning at all levels of
the organization. |
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5.
INTELLIGENCE GATHERING |
10.
REPEATABLE PROCESS |
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A rich set models,
techniques, relationships,
etc., are used to find
useful competitive
intelligence information. |
CI projects are executed
consistently using project
management guidelines to
deliver superior results. |
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COMPREHENSIVE SURVEY
The detailed survey is
120+ questions divided
among the ten categories.
Click on any step in the
diagram to display the
diagnostic questions for
that category.
Each question has four possible answers: never, infrequently, usually, and always. The assumption is that more mature competitive intelligence organizations will execute a larger number of the prescribed activities more often than those organizations that are less mature.
The results from this
survey can be used for
broad or narrow
improvements to the
competitive intelligence
efforts of a company. |
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The broad improvements may be
indicated when there are many weak
areas or when there are
significant, recognized missed
opportunities or surprises.
The narrow improvements are likely to be applicable to organizations that already have a
substantial competitive
intelligence
effort or that lack the resources to tackle broad improvements.
It may be useful to consider the sequence of improvements when multiple areas are identified. The ordering of the categories is a rough suggestion for the order that is important. The earlier steps are foundational. Without adequate performance in these areas, the overall competitive intelligence will not long endure. The later steps are also important since they reinforce the value and contributions of competitive intelligence to the senior management of a company.
The key execution steps for
diagnosing and improving
competitive intelligence in an
organization are shown below.
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| We can help you execute this survey and determine the next steps which make sense for your company. |
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