Competitive Technical Intelligence (CTI)An Introductory Workshop
Brad AshtonConcurrent Technologies Corporation
Washington, DC USA
Jean ArchambeaultCanada Institute for Scientific and Technological Information (CISTI)
National Research Council Canada
2004 FPTT Annual Meeting
June 16, 2004Halifax, NS Canada
© 2004 Brad Ashton 2
TOPICS
CTI Processes and Techniques Module – 1 Technology Transfer & CTI
Module – 2 Introduction to CTI
Module – 3 CTI Applications & Benefits
Module – 4 How a CTI Project Works
Module – 5 A CTI Work Plan
CTI Tools – Patent Analysis
MODULE 1: Technology Transfer and CTI
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Situation: Company A holds patents on aerogel processing technology; outside inquiry prompts a desire to assess commercial licensing potential
TI Efforts: Company A conducts evaluation of patents, business - news - literature, press announcements, conferences and web searches
Results: General baseline data (players, commercial applications, links); a breakthrough “hit”--upcoming TI presentation (dielectric layering with xerogels) will discuss integrating TI & new IBM technology (Cu conductors)
Findings: Possible use of new aerogel-like material in microelectronics; active development; IBM has links with U Virginia & Rensselaer Polytechnic Institute on aerogel materials; Intel mentions Cu and aerogels;
Recent announcement: TI moves to introduce commerical chips with xerogel dielectric insulation in 1999; Allied Signal moves to acquire joint venture firm
Today, monitoring new technology is vital for future R&D investments …
Follow-up action: continuously monitor key sources Follow-up action: continuously monitor key sources for more advancements & potential partnersfor more advancements & potential partners … …
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Every business needs good information to survive and succeed
Information about the internal and external environments– Internal: e.g. resources, plans, production, staff,
processes External: e.g. markets, players (competitors,
suppliers, partners), technology, regulations, trends Good information is accurate, timely and
easy to use…and includes competitive intelligence
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Exploding Information: 2 Consequences
S&T and business information is increasingly prevalent & accessible worldwide, leading to…..
Information overload Identifying useful information is time consuming
Search frustration Finding specific S&T data can be VERY time consuming
“We are drowning in informationinformation but starved for knowledgeknowledge.”
… John Naisbitt, author
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“There is no limit to the human capacity to ‘see’ what one wants to
see.”
Angelo Codevilla
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Technology Transfer – Key Decision Issues and Criteria
Objective of R&D Justification for R&D Who pays for R&D Outputs of R&D Benefits of R&D Beneficiaries of R&D – Disruptive innovations Market Applications – Key focus for CTI Competition – Key focus for CTI Economic Growth Job Creation
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Oklahoma Technology Commercialization Center
Oklahoma Technology Center goal: assist state individuals, companies and organizations to attain their technology-related business development goals
Commercialization environment is competitive, uncertain,
dynamic & risky Critical success factors: flexibility, quickness, and information
and a good game plan Information must be focused, reliable and timely Game plan provides a “roadmap, compass and survival kit”
Goldsmith Commercialization Model helps to address these
needs - H. Randall Goldsmith, PhD
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Oklahoma Tech Center Commercialization Model
The "Technology Commercialization Model" is: A road map – to develop strategic plans and actions for
commercializing advanced technologies A framework – to develop progress measures, identify information
and technical assistance needs, assess development costs, and forecast financing requirements
The model: Does not provide the answers It helps to pose the right questions .... like "how do I get there
from here?"
Our goal: Understand how CTI can support and guide this model
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Technology Commercialization Model (source: adapted from the Oklahoma Commercialization Center)
STAGETYPE of COMMERCIALIZATION ACTIVITY
1-TECHNICAL 2-MARKET 3-BUSINESS
EXPLORATORY PHASE
1-INVESTIGATION
Technology Concept Analysis
Market Needs Assessment
Venture Assessment
DEVELOPMENT PHASE
2-FEASIBILITY Technology Feasibility Market StudyEconomic Feasibility
3-PLANNING Engineering Prototype Strategic Marketing Strategic
Business Plan
4-PILOT PRODUCTION
Pre-production prototype
Market Validation Business Start-up
COMMERCIAL PHASE
5-FULL SCALE PRODUCTION
Full-scale productionSales and
DistributionBusiness Growth
6-MATURITY Production SupportMarket
DiversificationBusiness Maturity
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New Product Introduction Time Line
SIGNAL
INTENSITY
•Discussions•Grey Literature
ScientificPapers
•R&D Alliances•Joint Ventures
Patents
ProcessDevelopment
ProductAnnounced
ProductSales
Technology Signals
Source: Adapted from Merrill Brenner, APC
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Who are best-in-class competitors?
What are the business objectives, targets, & strategies of key players?
How do our performance, cost, & resources compare?
What are market drivers and trends?
What market segments are high value?
What new players can we anticipate?
What are future market needs?
MarketMarketIntelligenceIntelligence
Competitor /Customer
Intelligence
TechnicalTechnicalIntelligenceIntelligence
(TI)(TI)
Competitive Intelligence (CI) Components
What is the state-of-the-art for important science areas or alternative technologies? What is the nature of current R&D activity? What potential breakthroughs can we anticipate?
What technology / capability are our competitors investing in? At what level? In what time frame?
What are opportunities for and threats to our technology / capability?
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CTI Support for Technology Transfer - Landscape
Surveillance / Monitoring / Tracking - Regular watching for events, trends or activities of interest Marketplaces for changes or trends Business or government environment Technology development progress Deal progress after start
Scouting - Finding technologies, applications or companies,
anywhere in the world Assessment – determine characteristics, performance or relative
value Technologies, products, processes Companies Markets Business drivers (e.g. regulations)
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CTI Support for Technology Transfer - Focused
Situation Due diligence - Checking to assure that technologies or companies are what is represented Technology reviewing – are there better technologies? Who else
is working on this? Business case analysis – Can they hold up their part of the bargain
Company assistance - Assess competitive environment – can
they make it given the competition? Deal-making support - assisting in specific negotiations (Are
positions or the market about to change?)
MODULE 2: Introduction to CTI – Definition and Process
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Information by itself is NOT intelligence; it is an essential input for intelligence; it must be analyzed to produce intelligence findings
Intelligence is an essential input for plans, decisions & actions
To develop intelligence requires– experience– analytical skill– business insight
Basic Definitions
Information
Organize Interpret So what? Deliver Intelligence
ScreenCompile VerifySort
Report
Source: adapted from E Gilmont, formally of AD Little.
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CTI: actionable information about external S&T developments and trends that can affect an organization’s competitive position
-- I.e., “Analytical findings” about the competitive S&T environment; CI for S&T issues
What is Competitive Technical Intelligence (CTI)?
Quick internet checks, requests for library keyword literature searches or traditional market research by themselves are NOT competitive intelligence,
… you may MISS something important, … the results may NOT BE ACCURATE, or… other sources may be MORE USEFUL
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Competitive Intelligence Defined
CI “best practice” firms have a shared, widely understood definition of CI that recognizes …
CI is a special type of information; it is - Focused –
– About the external competitive environment– Addresses established consumer “intelligence needs” or questions– Current and timely– Accurate and defensible
Analytical – It has been processed, interpreted & validated “Actionable” – It answers the question, “So What?” Protected – confidentiality is key
CI is produced, not just collected CI is gathered using legal and ethical methods
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“Information” report - to the product manager of Company B (phone call, verbal/ meeting, memo,): Company A is about to release a new automation product in 2 months. Early reports by industry experts is that will revolutionize the market. It could be a serious threat to us -- we need to call a meeting and decide how to respond to this problem!
Information or Intelligence? - Example
Situation: news item--Company A is about to release a new process automation product in 2 months. Early reaction -- industry observers speculate it will “revolutionize” the market.
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“Intelligence” report - to the product manager (and others) of Company B (short 1 page “alert” message/ report): Observation: Company A is about to release a new product platform - possibly in 6 - 8 weeks(source: news report, contacts). Interpretation: Preliminary performance data (network contacts) indicate new product could disrupt current markets & draw existing customers away from B within 3 months of release. Recommendation: Respond! Call a meeting of R&D, engineering, marketing, etc to develop a game plan. Options to consider: a) retreat and launch R&D to leapfrog A’S product, b) beef up advertising and compete as long as we can before an exit, c) ..others
Information or Intelligence? - Example
Intelligence strengths: custom-tailored report for multiple users, possible early warning, identify & verify sources, explicit interpretation, action recommendations
Situation: news item--Company A is about to release a new process automation product in 2 months. Early reaction -- industry observers speculate it will “revolutionize” the market.
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CompromiseCompromisecustomercustomer
proprietaryproprietaryinformationinformation
Exploit newExploit newemployees foremployees for
proprietaryproprietaryinformationinformation
Misuse consultantsMisuse consultantsor agentsor agents
Information Collection: Always Legal and Ethical
MisrepresentMisrepresentourselvesourselves
ConductConductfalse jobfalse job
interviewsinterviews
UseUseIllegalIllegal
methodsmethods
WE WE WILL WILL NOT... NOT...
Technical intelligence
IS NOT SPYING !
Technology Intelligence Operations
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CTI – 3 Basic Objectives
Provide awareness & early warning: Deliver regular updates & “heads up” alerts for upcoming external events or trends Threats Opportunities
Aid operating decisions and actions: Ensure users have needed day-to-day competitive information in clear, focused and timely way New product development Acquisition due diligence Technology partnerships R&D approaches Commercial use planning Investment portfolio
management Support strategy development & planning: Provide planners with
current situation assessments and forecasts Competitive initiatives New market or customer
strategies
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The CISTI Intelligence Cycle
2-KIT Developm
ent
4-Analysis
& Synthesi
s
OTHERUSERS
3-Collection
& Processing
1-NeedsAssessme
nt
5-Production & Reporting
Information & Communication
System
CUSTOMER PROBLEMS & NEEDS
ALERT REPORTING
6-Presentation & Delivery
6-Presentation & Delivery
CUSTOMER CTI APPLICATION
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Identify users and key information needs / questions
Who are the real customers (who pays the bill?) and other users Design and conduct user needs interviews (Reference Interview) Clarify, organize and prioritize intelligence need results. Choose
technology areas Address basic issues:
What information / intelligence is needed by customers to be successful? How will the intelligence be used?
What scope of coverage and level detail?
Is the need a snapshot or regular in timing
Process Step 1: Needs Assessment
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1. The Basic Question, Topic (KIT, KIQ)
Content (focus, detail,…)
Format (deliverable, size, …)
Timing, Mid-course reports
2. Priorities
3. How will the answer be applied – in decisions?
4. Suggested sources and methods or special considerations
Customer needs: Assessment format
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Technology Transfer Information Needs – Technology Commercialization Model
STAGETYPE of COMMERCIALIZATION ACTIVITY
1-TECHNICAL 2-MARKET 3-BUSINESS
EXPLORATORY PHASE
1-INVESTIGATION
Technology Concept Analysis
Market Needs Assessment
Venture Assessment
DEVELOPMENT PHASE
2-FEASIBILITY Technology Feasibility Market StudyEconomic Feasibility
3-PLANNING Engineering Prototype Strategic Marketing Strategic
Business Plan
4-PILOT PRODUCTION
Pre-production prototype
Market Validation Business Start-up
COMMERCIAL PHASE
5-FULL SCALE PRODUCTION
Full-scale productionSales and
DistributionBusiness Growth
6-MATURITY Production SupportMarket
DiversificationBusiness Maturity
(source: adapted from the Oklahoma Commercialization Center)
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Customer competitive information needs cannot be obtained directly (business sensitive, hard to dig out)
How can we convert stated needs into intelligence requirements (Key Intelligence Topics) that can meet the customer’s needs? Get the problem right before trying to solve it Need to know vs. nice to know
Link data and analysis with products
Build a work plan: Use project plan format
Obtain customer buy-in Get user approval and sign-off
Develop interim reporting requirements
Process Step 2: KIT Development
1. Objectives2. User Needs3. Products 4. Work Elements (tasks, timing)5. Resources 6. Management Approach
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Stated customer need: “I need to know when Company A will launch its next generation product…… by tomorrow.”
Initial reaction: Gather information to estimate a date (day or week) – very difficult to be precise
Customer application: To develop our response (offensive or defensive). Need to know precise date of Company A action”?
Possible KIT: Warning signals of provide “heads up” of potential launch time-sequenced ahead of launch date.
Collection plan: Identify product launch leading indicators Collect indicator data for “indications”
KITS and KIQs: Examples
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Implement the Collection Plan Secondary, primary, and technical sources Seek to verify key data Pay attention to need for current or immediate reporting
Collection suggestions Use multiple, independent sources Interact with users and analysis activities as needed Be alert to new sources
Process Step 3: Collection & Processing
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Types of Information Sources
People (HUMINT)
Direct contact with human experts, eyewitnesses, participants
First hand knowledge, referral to other sources
Records (IMINT, SIGINT)
Symbolic (written reports) or non-symbolic (images, data logs)
Research, background information, conversion to useful form
Objects (IMINT)
Physical characteristics of equipment, materials, products (size, shape, markings)
First hand reporting on composition, condition, origin or human purpose
Emanations (MASINT, SIGINT)
Detectable phenomena emitted by natural or man-made objects (heat, sound, chemical residues)
Scientific and technical metrics of performance or features of the target
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Useful CTI Sources - Primary
Internal Technical colleagues Technical networks R&D managers Gatekeepers, creative
individuals Library Legal / IP staff Functional staff
(marketing, strategic planning,etc)
External Technical colleagues Technical authors Journal, newsletter editors University professors Association/ society staff Consultants Special interest groups Investment analysts
Combination Expert Panels, Advisory groups Retired employees
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Useful CTI Sources - Secondary
Internal Corporate documents Previous TI reports TI databases (literature,
reports, etc) Trip and contact reports Email Chatrooms Market assessments R&D plans Proposals
External Distributed Literature Technical journals Patents Reports, studies News - press, newsletters Gov’t studies, documents Special information - employment ads
External Gray Literature Company reports, brochures Dissertations/ theses Trade or product literature White papers
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Useful TI Sources - Technical
Field visits Site visits. tours Personnel exchanges Listening posts
Remote Sensing Remote imagery Still photography Chemical emissions
Internet Web sites Chat rooms
Specialized databases Technical associations University programs Government S&T agencies National and state laboratories
Reverse Engineering• Equipment• Business practices
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Information / Data Processing
Goal – To make search results more useful to clients Approach – to “clean, organize, validate & display” search
results Clean – Eliminate non-useful items
– Screen out extraneous material– Clarify murky or poorly displayed data
Organize – Prepare data for analysis and interpretation– Extract / highlight important information and key points– Reorder, group/ cluster, collate– Add technique-related interpretation notes
Validate – Check on the accuracy, comprehensiveness and timeliness of findings
Display – Tabulate, plot and highlight results Prepare to deliver products in user-specified format
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Company Technology Profile Comparison – Current Levels & Trends
Our Firm Compared to Firm B
Our Firm Compared to Firm C
R&D New
Products R&D
New Products
Advanced Materials
Advanced Semiconductor Devices
Digital Imaging Technology Flexible Computer-Integrated Manufacturing
Optoelectronics
RELATIVE TECHNOLOGY POSITION TECHNOLOGY TRENDS Ahead Even Behind Gaining Holding Losing
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Analysis role – give context to the data and develops specific intelligence findings and recommendations for users
Key Analysis Activities – collate and organize basic data, check data validity, process inputs to develop findings, interpret results, and develop action recommendations
Value of Interpretation – identify causes for observations, making comparisons among different aspects of the issue at hand, forecasting events or trends, and assessing implications for follow-up actions
Approaches, tools and techniques – depends on source material, resources, and user needs
Few standard ways to perform analysis have been defined
A wide range of approaches and tools are available
Process Step 4: Analysis & Synthesis
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Models for Intelligence Analysis ...
You must stand back & get a different perspective
The first few pieces are the hardest Organize the pieces based on features (color,
edges, shapes) Linking separate pieces creates new knowledge You don’t need all the pieces to see the image
PURPOSE: to create a picture -- like assembling a jigsaw puzzle...
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EXAMPLE SWOT MATRIX: For Company A
INTERNAL FACTORS STRENGTHS (S)
1. Best technology
2. Skilled workforce
WEAKNESSES (W)
1. No management depth
2. Spotty distribution service
OPPORTUNITIES (O)
1. Demographics favor high product consumption
2. Failing of competitor B
THREATS (T)
1. Possible new regulations
2. Growing of competitor C
SO Implications1- ? Keep technology
current
2-? Might hire skilled
workers from B
EXTERNAL FACTORS
ST Implications1-? Might have to share
technology to avoid
regulation impact
2-? Keep current
workforce satisfied
WO Implications2-? Must satisfy growing
market segment to
remain competitive
WT Implications1-? Management may not
be able to thwart
regulation
2-? C may take market
share away
Note: We are company D
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Select key messages Highlight key findings
Determine action recommendations
Prepare CTI Products (what is to be delivered and details of delivery)
Regular or routine products
Specialized or special products
Review and “reality checking”
Process Step 5: Production & Reporting
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Example CTI Products
Specialized
Comprehensive AssessmentsIn-depth analysis of a major S&T topic (e.g. competitor, technology, etc.)
Strategic ForecastsAnalytical projection of key trends or events (e.g., emerging market niche)
Situation analysisSnapshot evaluation of external developments with potential + or - implications; e.g. new regulation or emerging technology
Regular
Current Alert Alert message“Heads up” message on current events having immediate & serious impacts that require action
Technical NewsletterNewsletter Periodic analytical summaries of current technical topics, e.g. an emerging technology
Trip or contact Trip or contact reports Summary highlights of key findings, results from business or technical discussions
TI Design Element - 3
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Delivery mechanisms meet user needs and the message Range from formal reports or presentations to electronic mail and
one-on-one conversations Tailor delivery to user preferences
User discussion and feedback User feedback is crucial to assess intelligence value and discuss
follow-up actions Business sensitive information must be protected.
Identify follow-on support needs Provide continuing intelligence as needed, integrate other inputs,
check cross-cutting values for key intelligence
Process Step 6: Presentation & Delivery
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• Briefings• Seminars
• Meetings• Retreats• Working Groups
• Messages• Conversations
• Intranet sites• E-Mail• Groupware
• Reports• Action Plans
• Newsletters• Trip Reports• Contact Memo
This is a sample of a newsletterfor Brad Ashton’s presentation.This really does not contain any news.So if you are looking for somedetail here, you won’t find any.
This is a sample of a newsletterfor Brad Ashton’s presentation.This really does not contain any news.So if you are looking for somedetail here, you won’t find any.
This is a sample of a newsletterfor Brad Ashton’s presentation.This really does not contain any news.So if you are looking for somedetail here, you won’t find any.
NEWS
Typical Products & Delivery Mechanisms
© 2004 Brad Ashton 45
Organizes the Flow of Critical S&T Information– Focuses information on customer’s priority needs– Presents critical information succinctly and analytically– Ensures that intelligence gets to key users in time
Enhances Customer’s Awareness and Preparedness– Provides external inputs -- identifies response options– Causes staff and management to face new issues
Improves Decisions and Plans Affected by External Forces– Minimizes likelihood of surprises– Makes decision makers more well-informed prone to take action
The Technical Intelligence SystemA Powerful R&D Management Tool
MODULE 3: CTI Applications and Benefits
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CI & CTI IS an organizational system that … Basic purpose - to gain and protect competitive advantage, Key is an integrated organizational system for disciplined data
collection, analysis and delivery. CI & CTI IS NOT an organizational system that is…
National security intelligence / espionage – has a different purpose - to gain & protect national security; it can emphasize illegal methods
Industrial Espionage – similar purpose (gain competitive advantage), emphasizes illegal methods
Market research, marketing … different purpose (selling), methods o MR - Identify, describe customers & preferences – e.g. for sales planningo MR - Influence market/ customer product demand – e.g. for advertisingo CI market focus – identifying, defining markets and customer groups – e.g. an
input to strategic market planning (strategy, investment, business development) and tactical sales operations (e.g. sales force support)
What CTI is and is NOT --
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Competitive Intelligence vs Business Research
TypicalCharacteristics
Business Research
Competitive Intelligence
Topical focus Internal & External; snapshot
External; snapshot or continuous
Topical coverage Many topics Competitive topics – threats & opportunities
Customers, users Broad – focused on wide range of users
More narrow – focused on only a few users
Use of data sources Mostly secondary & some primary sources
All open sources (secondary & primary)
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Law enforcement – Detective work
Journalism – Investigative reporting
Scientific research – Creating new fundamental knowledge (theories, principles) about the world around us
What other examples can you think of ?? – games (doing puzzles)
What is CTI like ?
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S&T Business & Technical Operations (Decisions & Actions) Technology acquisition R&D portfolio management Technology commercialization or divestiture (transfer, transition)
CTI - 3 Main Types of Industry Applications
Find & evaluate S&T collaborators Effective production & operations
S&T Strategy Development & Strategic Planning (Goals, Directions) Competitive positioning & strategy development Strategic & technology program plans
S&T Environmental Surveillance (Awareness & Early Warning) General awareness of S&T activities and trends Monitoring/ tracking competitors or technical areas Early warning of threats & opportunities
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Identify opportunities for technology investment & commercialization (Dow Chemical, Chevron)
Monitor competitors to detect potential threats to market share or new product developments (BOC Group, Exxon/ Mobil)
Incorporate new technology advances into products and processes (Air Products & Chemicals, BP)
Help determine technical directions for new internal R&D programs (Energy efficiency R&D/ U.S. DOE)
Terminate or redirect unpromising R&D efforts (Battelle)
Benefits from CTI: Industry Examples
Bottom line benefits – establish R&D leadership, use the best technology, develop better S&T concepts, save time & costs...
MODULE 4: How a CTI Project Works
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The CISTI Intelligence Cycle
2-KIT Developme
nt
4-Analysis &
Synthesis
OTHERUSERS 3-Collection
& Processing
1-NeedsAssessmen
t
5-Production & Reporting
Information & Communication
System
CUSTOMER NEEDS
ALERT REPORTING
6-Presentation & Delivery
6-Presentation & Delivery
CUSTOMER APPLICATION
© 2004 Brad Ashton 54
How Customers work with CISTI
Client contacts CISTI with information service request CISTI initiates possible CTI project –
1-Needs assessment (CISTI-client Reference Interview) 2-KITS (CISTI internal project planning) 3-Collection & Processing (CISTI collects initial & final data) 4-Analysis & Synthesis (CISTI supports client as needed) 5-Production & Reporting (CISTI prepares deliverables) 6-Presentation & Delivery
CISTI maintains records and can follow-up with later support
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CTI Projects: Basic Project Building Blocks
ORGANIZATIONAL ISSUES
CUSTOMERS & USERS
TOOLS & METHODS
T I A rea 1 TI A rea 2 TI A rea 3
(O vers ig h t C om m ittee) TI C en ta l
OBJECTIVES & STRATEGY
INFORMATION &COMMUNICATION (I&C) SYSTEMS
Technology Alert
PRODUCTS
STAFF
SOURCES
A MANAGEMENT SYSTEM
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• Technology Assessments
• Situation Analysis
• Competitor/ Customer Profiles
• Current Status Briefings
• S&T Environmental Alerts
• Newsletters / Databases
• On-line Dissemination
• News / Messages
• Information Searches
• Expert Networks
– Internal (employees)
– External (contacts)
• Listening Posts
• Universities
• Government Sources
• News Media
• Published Information
• Electronic Data Bases
Targeted Targeted CollectionCollection
Information Information ServicesServices
Multiple OpenSources
Information Acquisition and Analytical Findings
IntelligenceProducts
The Intelligence Production Process
In-depth In-depth Analysis Analysis
Source: adapted from J Herring, formerly of The Futures Group.
© 2004 Brad Ashton
Key Intelligence Reporting Format – 1 page max
Identification: Topic, date, author contact Observations: What are the facts, the data about the external
situation observed? Interpretation: What do these observation mean for us? Recommended action: So what? What should we do? Documentation: Data sources; judgement on source reliability &
information quality; where to learn more
NOTE: include backup appendices separately
This is a sample of a newsletterfor Brad Ashton’s presentation.This really does not contain any news.So if you are looking for somedetail here, you won’t find any.
This is a sample of a newsletterfor Brad Ashton’s presentation.This really does not contain any news.So if you are looking for somedetail here, you won’t find any.
This is a sample of a newsletterfor Brad Ashton’s presentation.This really does not contain any news.So if you are looking for somedetail here, you won’t find any.
TI Report
MODULE 5: CTI Work Planning
© 2004 Brad Ashton 59
What is a Task or Project?
Task - An activity to produce an output that meets specific constraints through application of defined resources.
Key elements Objective – To produce a specific output or outcome Resources – Staff, information, funds, facilities, tools Constraints – Limits on what can be applied
– Content– Schedule– Budget
Duration – Fixed with defined beginning and end Project – An organized and coordinated set of tasks
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CTI Planning Format – Project Work Plan
1. Objectives - User Needs & Problem Statement2. Deliverables - Intelligence Products3. Work Elements
Task Activities Collection Plan Analysis Plan
Schedule and Milestones
4. Resources Funding (& work breakdown structure) Staff (& task assignment structure) Special services (e.g. outsource collection)
5. Management Approach – organize, direct, conrol
Delivery & Applications Evaluation
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Recall three major CTI roles Early warning – anticipate emerging events of interest Operational decisions and action support – develop
timely inputs Strategy development and business planning –
situation assessments with strategic shifts and S&T trends
USE DIRECTLY NOW - as the basis for specific actions (such as input to decisions)
STORE AS ORGANIZATIONAL KNOWLEDGE - for possible later use in plans, actions
Customer Need: Application of Results
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Developing the CTI Work Plan
Plan: Develop the Collection, Analysis, Delivery Work Plan Objectives - Questions or topics covered
– Sources - Specific sources and collection approach– Methods - analysis approaches– Deliverables - what products will be produced and delivered
Tasks, Resources, Milestones, schedule
“Close the deal” - customer buys-off on the plan
A partial answer to the RIGHT question is better than a great answer to the WRONG question !
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Selecting TI Sources - What to Consider
Effectiveness - Content relevance, focus, uniqueness Timeliness - Can we get the answers in time? Historical reliability - Does source have a good track record? Ease of access - Can we reach the source easily? Cost - Acquisition and process cost Compromises risk - What do we have to give up? Collection portfolio needs - Do we need multiple sources?
Sources come in many shapes, sizes and colors ...• Content• Proximity: direct, indirect
• Character: personal, impersonal• Location: internal, external
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“Plans are worthless, planning is priceless.” … Dwight Eisenhower Former US President
© 2004 Brad Ashton 65
FROM IDEA TO SUCCESSFROM IDEA TO SUCCESS
• Published results• Patents• Conferences
• Published results• Patents• Conferences
CONCEPTDEVELOPMENT
CONCEPTDEVELOPMENT
OPPORTUNITYASSESSMENT
OPPORTUNITYASSESSMENT
DEVELOPMENTPHASE
DEVELOPMENTPHASE
PRE PRODUCTION
PRE PRODUCTION
PRODUCTIONCOMMERCIALIZATION
PRODUCTIONCOMMERCIALIZATION
PROOF OFCONCEPT
PROOF OFCONCEPT
Technical opportunityTechnical opportunity
Business opportunityBusiness opportunity
• Preliminary data• Scale up parameters• Pre feasibility
• Preliminary data• Scale up parameters• Pre feasibility
• Technico economic study• Cost/ Benefits• Risk analysis
• Technico economic study• Cost/ Benefits• Risk analysis
• Project realization• Commercialization parameters
• Project realization• Commercialization parameters
• Pilot scale & pro-duction parameters• Accurate technico economic data
• Pilot scale & pro-duction parameters• Accurate technico economic data
• Commercial operation• Service deployment
• Commercial operation• Service deployment
« An IDEA »« An IDEA » « An APPLICATION »
« An APPLICATION »
« A PRODUCT SERVICE»
« A PRODUCT SERVICE»
« An OPPORTUNITY »
« An OPPORTUNITY »
Commercial successCommercial success
• Literature review• Patent search• Conferences
• Literature review• Patent search• Conferences
• Industry scan• Competing technologies• Firms involved• Key players
• Industry scan• Competing technologies• Firms involved• Key players
• Competitor profiles•CTI on markets, consumer trends,…
• Competitor profiles•CTI on markets, consumer trends,…
• CTI focused on competition, marketing strategies…
• CTI focused on competition, marketing strategies…
• Standards• Regulation• Specifications• Industry protocols
• Standards• Regulation• Specifications• Industry protocols
• On going information monitoring on key issues
• On going information monitoring on key issues
CISTICISTICISTICISTI
Source: JP Plante, CISTI
© 2004 Brad Ashton 66
Conclusion
“Great leadership isn’t about solving problems after the fact, but foreseeing potential problems and eliminating them before they occur.”
- James A. Belasco