Market Intelligence Framework Svenska
Vill du veta hur ditt omvärldsanalysarbete står sig i jämförelse med dina konkurrenter och världens bästa företag inom området?
M-Brains Market Intelligence Framework har identifierat nio framgångsfaktorer som leder er mot ett framgångsrikt omvärldsanalysarbete. Ramverket har utvecklats utifrån mångårig erfarenhet och Best Practices hos världsledande organisationer.
Vi erbjuder olika typer av benchmarkanalyser baserade på vårt ramverk Intelligence Best Practices. Kontakta oss för att testa hur väl ert interna omvärldsanalysarbete fungerar i relation till de nio nyckelfaktorerna. Alternativt utvärdera ert arbete kostnadsfritt med vårt nätbaserade verktyg. Verktyget utvärderar ert omvärlsdanalysarbete och ger rekommendationer på hur ni kan utveckla det ytterligare.
Market Intelligence Framework
WORLD CLASS INTELLIGENCE
|Scope||No specific focus has been determined. Ad hoc needs drive the scope.||Limited scope, seeking quick wins. Focus is typically on competitors or consumers, and concentrated primarily on past or recent events.||Wide scope with the attempt to cover the current operating environment comprehensively.||Analytical deep dives about specific topics complement the comprehensive monitoring of the operating environment.||Broad, deep and future-oriented scope that also covers topics outside of the immediately relevant operating environment.
|Stakeholder Management||Key stakeholder groups have not been identified and interaction is on an ad hoc basis. Intelligence practitioners are seen primarily as data providers.||Key stakeholders are identified and relationships are weak, but start to form. Background info sometimes provided in deliverables.||Stakeholder relationships are established and needs analysis conducted regularly. Intelligence deliverables are supported by analytical commentary and opinions. ||Intelligence team regarded as internal consultants with deep understanding of stakeholders needs and is frequently asked for advice on intelligence findings.||Intelligence practitioners are trusted advisors to decision makers, with both tactical and strategic input. Stakeholder needs are anticipated in advance and proactively met.|
|Process||Reactive ad hoc process puts out fires as they emerge. Uncoordinated purchases of information.||Info collection from secondary external sources established. Little or no analysis involved in the process.||Secondary info sourcing complemented by primary info collection. Basic needs analysis and feedback collection conducted to support more sophisticated analysis.||All processes for collection and analytics established. Targeted communication of output to specific business processes and decision points.||Sophisticated processes to create Intelligence deeply rooted in both global and local levels of the organization. Intelligence fully integrated with key business processes.
|Digitalization||Digital collection of Intelligence without adequate filtering leading to information overflow. Digital storage and efficient dissemination is still not in place.||Basic storage of digital records emerges and information collection passes through simple filters. Intelligence distribution is partly digital through e-mail.||Digital collection of intelligence is improved but limited to a few aggregating sources. Dissemination of intelligence is primarily based on digital channels.||The Intelligence process and collaboration is fully supported by digitalization. Analysis is to some extent automated, using info from internal data and external big data sources. ||Intelligence collection from a wide range of big data sources and to a large extent automated. Analysis and recommendations are supported by advanced predictive tools.|
|Deliverables||Ad hoc deliverables quickly put together from scratch. Formats are basic and most often PDFs, PPTs.||Regular newsletters and profiles complement ad hoc deliverables and formats become slightly more targeted.||Systematic market monitoring and analysis reports emerge as new and structured Intelligence output.||Two-way communication is increased in both production and utilization of Intelligence output. Deliverables are tailored in format and content to its audience.||High degree of future orientation and collaborative insight creation in producing and delivering the Intelligence output. Highly interactive deliverable formats.|
|Tools||Email and shared folders are the primary means for sharing and archiving information.||Corporate intranet is emerging as a central storage for Intelligence output.||Web-based Intelligence portal established to provide access to structured output and to offer self-service analysis tools. Users receive email alerts about new info.||Sophisticated channeling of both internally and externally produced Intelligence content to the portal. Multiple access interfaces to the portal in use.||Seamless integration of the Intelligence portal to other relevant IT tools. Lively collaboration of users through the portal.
|Organization||No resources specifically dedicated to Intelligence. Individuals conducting Intelligence activities irregularly.||One person is appointed as responsible for Intelligence. Increasing coordination of Intelligence work in the company. Loose relationships with external info providers.||A fully dedicated person manages Intelligence and coordinates activities. Centralized, internally or externally resourced info collection and analysis capabilities exist.||Advanced analytical, digital and consultative skills in the Intelligence team. Intelligence network with dedicated resources in business units in place. Non-core activities outsourced.||Comprehensive Intelligence skills in place. Internal network collaborating actively (also externally). Intelligence organization smoothly integrated with outsourced resources.|
|Management & Leadership||Intelligence management is absent and activities lack structure, processes and clear purpose.||Intelligence leadership emerges but is project-oriented. First benefits of intelligence efforts are demonstrated and recognized. ||Structure, processes and purpose are being developed by an assigned leader with clear responsibility for the Intelligence program and its deliverables.||Intelligence leader manages change and has a team of practitioners and contributors. Intelligence operations are supported by a steering group / sponsor at top level. ||A senior leader of Intelligence is managing operations, people, processes, budget and communities. A vision, mission and strategy are in place to keep intelligence future proof.
|Culture||No shared understanding exists regarding the role and benefits of systematic Intelligence operations.||Some awareness of intelligence exists, but the organizational culture overall is neutral towards intelligence.||A moderate level of Intelligence awareness exists. Sharing of info is encouraged through internal training and marketing of Intelligence.||Intelligence awareness is high and people participate actively in producing content. Top management voices continuous support for Intelligence efforts.||A strong Intelligence mindset is reflected in the way people are curious towards the operating environment and how they co-create insights around it.