how to drive maximum value from your intelligence function

The Intelligence Collaborativehttp://IntelCollab.com #IntelCollab

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How to Drive MaximumValue from Your

Intelligence Function

A Complimentary Webinar from Aurora WDC

12:00 Noon Eastern /// Wednesday 12 October 2016

~ featuring ~

Kurt Hahlbeck JP Ratajczak


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Kurt Halhbeck

Kurt Hahlbeck has spent his career in the space that business and technology jointly occupy, where they sometimes thrive and oftentimes collide. His career started in software development and deployment across a variety of industries which led to his cofounding of a technology management consulting firm, a software engineering services firm, a technology platform company, and a software gaming company. Through acquisition he joined Wipfli, LLP where he held several roles, his last one being the Growth leader for their $40M consulting division.

Currently Kurt is serving either on the Board or in an advisory capacity to technology intensive businesses, including several start-ups.

Email: [email protected]

The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems.

Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora WDC at http://AuroraWDC.com.


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How to DriveMaximum Value

from your Intelligence Function


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Using a model to define a function

PlatformsCapabilities

Services

EnableDeliver

Sustain


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Using a framework to implement a model

Step 1: Align to value to define your services Whatever aligning mechanism you choose MUST represent value for your organization Your services MUST contribute to that concept of value Design your services INTENTIONALLY to deliver the contributing value

Step 2: Balance your services to achieve equilibrium Define your first “release” of your service(s), including service level expectations Leverage iterative / early learning strategies to build out your release Strive for equilibrium at each iteration to more easily achieve equilibrium with each release

Step 3: Iterate through a roadmap towards your vision Identify your pathway to complete your vision Mature your model Mitigate your inhibitors to success


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Whatever aligning mechanism you choose MUST represent value for your organization

Your services MUST contribute to that concept of value

Design your services INTENTIONALLY to deliver the contributing value

Step 1: Align to value to define your services


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Find your aligning mechanism… Key Initiatives (Programs and Projects)

Key Initiatives

Data Security

Responsive Value Chain

Attack competition in Key Markets

Aligned Projects

Specific Product FocusNew Sales Drivers

Digital & Social Cost Reductions

Big Data / IoT InfrastructureSelf-Service Analytics Platform



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Find your aligning mechanism…Scorecard

Market Share

Net Promoter

Perfect Order

Returns

Planning

Messaging

Design

Production

Development

Attraction

Retention

Expectations

Learning

Outcomes



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Find your aligning mechanism… Strategy Map



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Find your aligning mechanism… Business Model Canvas



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Find your aligning mechanism… Growth Strategies

Time

Risk

Keep

Take

Anticipate

Invade

Invest



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Find your aligning mechanism… Value Stream



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A sample set of Competitive Intelligence services

Anticipate changes in the marketplace Anticipate changes in competitors Discover new or potential competitors Learn from the successes and failures of others Increase the range and quality of acquisition targets Learn about new technologies, products and processes that affect your business Learn about political, legislative or regulatory changes that can affect your business Enter new businesses Look at your own business practices with an open mind Help implement the latest management tools

Whatever aligning mechanism you choose MUST represent value for your organization Your services MUST contribute to that concept of value Design your services INTENTIONALLY to deliver the contributing value

Based on Competitive Intelligence by Larry Kahaner



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Define your first “release” of your service(s), including service level expectations

Leverage iterative / early learning strategies to build out your release

Strive for equilibrium at each iteration to more easily achieve equilibrium with each release

Step 2: Balance your services to achieve equilibrium


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SERVICE LEVEL EXPECTATION

Cost? How much does it cost to transport

the water through the pipe

Quality? How clean is the water at the end of

the pipe vs. the beginning Time (Velocity)? How long does it take to transport the

water through the pipe

Volume (Throughput)? How much water can pass through

the pipe at one time



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Scenario: Your organization has set off on an ambitious growth strategy that anticipates half of that growth coming from acquisitions. Accordingly, they need to build a pipeline of potential targets.

Service: Build a pipeline of potential acquisition targets

Deliverables: 1 newly pre-qualified target each month into the top of the funnelPre-qualification criteria, validated monthly by the

leadership team

From this expectation you can now walk backwards to answer the following questions:

1. What does the work look like to produce the deliverables?2. What capabilities and at what capacity are needed?3. What platforms, if any, will need to be leveraged?4. What are the corresponding costs?5. Do we have the ability to meet this obligation now with existing resources or do

we need to invest? Contract?



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IN SUPPORT OF SERVICES:

- Planning and Direction Visioning Management

- Collection Process science

- Analysis Data science

- Dissemination Communication science

CAPABILITIES

IN SUPPORT OF PLATFORMS:

- Planning and Direction Visioning Management

- Definition Requirements

- Design Architecture User Experience / User Interface

- Implement Scrum Agile

- Test Quality Assurance

- Deploy DevOps


Services

EnableDeliver

Sustain



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PLATFORMS


Services

EnableDeliver

Sustain

TYPES OF PLATFORMS:

• Search• Social Listening• Aggregation• Analytics• Portal• Content Management

PLATFORM CHOICES:

Best of Breed vs. Integrated Solutions Multi-vendor vs. Strategic Sourcing Cutting-edge vs. Mature Solutions On-Premise vs. Cloud vs. Hybrid CI governed vs. IT governed vs. Hybrid



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INCREMENTING VS. ITERATING

Incrementing often calls for a fully formed ideaChanging while incrementing slows us down

1 2 3 1 2 3

Iterating allows you to move from vague idea to realizationWhile iterating we expect change

Source: User Story Mapping by Jeff Patton



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Development sequenceindifferent (with respectto knowledge)

Delivers knowledge

(risk reduction)

cost

Growth of knowledge with early, continuous integration

know

ledg

e

time

Delivers nearly no knowledge (or risk reduction)

Knowledge comes at the “moment of truth”: final integration.

time

costGrowth of knowledge with big-bang integration

know

ledg

e

LATE-LEARNING VS. EARLY-LEARNING STRATEGIES

Based on “Effective Software Development in the 21st Century” by Alistair Cockburn



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Common Scenario #1“A model that doesn’t scale”

Common Scenario #2“Spent too much on technology”

Common Scenario #3“Under-resourced ambitions”

Common Scenario #4“Insufficient ROI”

Platforms

Capabilities

Services



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How can we ensure that we have the right capabilities to deliver the right services and support the right platformswhich will enable the right scale and efficiency of services?

Define your first “release” of your service(s), including service level expectations Identify the minimal capabilities needed to deliver to defined service level expectations Identify the minimal platforms needed to deliver to defined service level expectations


Services



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Identify the pathway to complete your vision

Mature the Intelligence function

Proactively mitigate the inhibitors to success

Step 3: Iterate through a roadmap towards the vision


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1. Green Field A green field scenario is essentially the equivalent of a never developed parcel of real estate. With so many choices available, prioritizing and sequencing to achieve narrow focus and quick time-to-market for each release become the critical skill.

2. New ServiceThis scenario assumes you have an existing Intelligence function but want to release a new service (or set of services) using this framework without having to retrofit existing services, capabilities and platforms for equilibrium. Keeping the two distinct and independent is critical for success.

3. RemediationThis scenario consists of addressing all issues that are resulting in an Intelligence function in disequilibrium. Depending upon the number and scope of issues, you might consider phasing the retrofitting to enable some value realization sooner rather than later.

4. OptimizationThis scenario is focused on improving the efficiency and value of your existing Intelligence function without disrupting the equilibrium already in place. In other words, can we achieve the same or better perceived value by the organization by reducing the costs, shortening the time, improving the quality, or increasing the volume.

PATHWAYS



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MATURITY

5 Optimizing Continuous ImprovementPerformance Management

4 Quantitatively Managed

Service Level AgreementsStatistical Process Control

3 Defined SpecificDetailedInstitutionalized

2 Managed DocumentedRepeatable

1 Initial Ad HocChaoticHeroic Efforts

Based on the “Capability Maturity Model” by the CMMI Institute



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Rele

ase



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POTENTIAL INHIBITORS

1. Mindset Are we employing an outward mindset?

2. Expectations Are we all understanding things the same way?

3. Acceptance Who could keep us from leveraging this investment and why?

4. Alignment What constraints or conflicts could limit us from achieving the potential value?

5. Execution Can we get things done efficiently and effectively?

6. Solution Can complexity be managed to deliver to expectations?

7. Resource Have we completely accounted for all investments required?



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Source: The Outward Mindset: Seeing Beyond Ourselves by the Arbinger Institute”

MINDSET – SEE OTHERS


Used with permission of the Arbinger Institute


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EXPECTATION – SHARED UNDERSTANDING


Reasons for the investment• What is the problem we’re solving or the opportunity we’re pursuing? • What’s the root cause? What’s the evidence?• Why is it important to us? What happens if we do nothing?

Nature of the investment • What is the scope of the solution or investment? Is it beyond technology?• What approach (e.g. iterative, incremental) to build? To deploy? • What tasks will be performed and by whom? • What kind of effort will be required? Over what timeframe will this take place? • How much will it cost? How will it be funded? • How will change be incorporated? Who is authorized to approve any changes?

Desired outcome of the investment• How will we know what success looks like (e.g. better, faster, cheaper, more)? • What will the required ongoing operational investments look like? • Who will govern it? How will it be governed? • When can we start realizing the benefits?


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ACCEPTANCE – INFLUENCING ADOPTION

Pursuing strategies across all six dimensions of influence significantly increases the probability of success.

Most organizations only focus on two to four.



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MITIGATION STRATEGIESMindset See the needs, objectives and challenges of others Adjust your efforts to be more helpful to others Measure and hold yourself accountable for the impact of your work on othersExpectation Define with clarity and specificity to get shared understanding. Get agreement and commitment. Follow up frequently. Make adjustments as necessary.Acceptance Evaluate readiness to get an honest assessment of where you are starting. Develop a comprehensive set of influence strategies to better enable success.Alignment Ensure there is clarity on how this initiative will advance the organization’s performance. Scout for potential conflicts and constraints across the organization.Execution Define standard work. Follow it. Improve it. Clarify and communicate governance for making decisions constantly and consistently.Solution Prioritize and sequence unknowns as early as possible Leverage best practices, industry frameworks and trainingResource Ensure your risk management and mitigation activities are inventoried, understood, agreed upon, and

accounted for in the workplan and budget.



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Intelligence Function Model and Framework:

Step 1: Align to value to define your services Whatever aligning mechanism you choose MUST represent value for your organization Your services MUST contribute to that concept of value Design your services INTENTIONALLY to deliver the contributing value

Step 2: Balance your services to achieve equilibrium Define your first “release” of your service(s), including service level expectations Leverage iterative / early learning strategies to build out your release Strive for equilibrium at each iteration to more easily achieve equilibrium with each release

Step 3: Iterate through a roadmap towards your vision Identify your pathway to complete your vision Mature your model Mitigate your inhibitors to success


Services

EnableDeliver

Sustain


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Reference Library


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Thank you! Now how about a little Q&A?

Kurt Hahlbeck

Email: [email protected]:

www.linkedin.com/in/kurthahlbeck

The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems.

Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora WDC at http://AuroraWDC.com. See you next time!