Early Warning: Using Competitive Intelligence to Anticipate Market Shifts, Control Risk, and Create Powerful Strategies

Capa
AMACOM, 2004 - 268 páginas

Surprise is rarely a good thing in business. Unexpected developments range in their effects from inconvenient to disastrous. To avoid being blindsided, companies must develop a Competitive Early Warning system, or CEW, which combines strategic planning, competitive intelligence, and management action. Such systems let organizations manage risk more effectively and prevent ""industry dissonance"" -- when market realities outpace corporate strategies. Early Warning reveals how to:

* Change strategy to meet new realities

* Learn from the mistakes of others via the book's eye-opening stories

* Avoid common tactics like benchmarking and using consultants, which may do more harm than good

* Tell executives what they need to know -- not what they want to hear

Each chapter ends with a Manager's Checklist of key points, and the book includes numerous charts, tables, and tools. With strong opinions and wry humor, world-recognized expert Gilad reveals how to anticipate and react to early signs of trouble.

 

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Índice

Surprise
3
Surprise Attacks
4
The Supremacy of Internal Convictions
6
Blind Executives?
7
Can Companies Do Better?
9
Managers Checklist
11
What Do You Know About Strategic Risks?
13
The Most Neglected Risk
17
Maximizing the Effect of CEWs Deliverables
142
Needs to Know Wants to Know Whats the Difference?
144
Executive Briefings
146
Should the BOD Be Briefed Too?
148
Alerts I Would Have Written If I Were
149
Alerts That Should Have Been Written
152
Options and Recommendations
157
Never but Never Give Them Data
158

Top Teams and Top Problems
20
The Case of Yahoo
21
Managers Checklist
22
The Internal Dynamics of Early Warning Failures
24
Polaroid
29
Lucent
37
The Old Economy and the Light Brigade
42
The Light Brigade Levi Strauss
46
On Early Warning Failure and the Big Consultants
50
Managers Checklist
52
The Analytical the Tactical the Couch Potato and the Blind
55
Managers Checklist
62
The Competitive Early Warning System
65
Step 1 Identifying Risk and Opportunities
67
Thinking Systematically About Risk
71
Industry Change Drivers
72
Scenarios
75
Industry Changes and the Elusive Strategy
77
Prioritizing Risk
79
Identifying the Highest Risks
85
Step 1 Continued War Gaming
88
Consultants Out Discipline In
90
Choosing the Right Type of War Game
92
The Curse of the SWOT
95
The Blindspots Identification Methodology BIM
97
What Does It Take to Uncover Competitors Blinders?
100
War Gaming and Risk Prioritizing
103
Step 2 Intelligence Monitoring
108
From Risk Identification to Risk Monitoring
115
Who Watches What?
122
So Who Is a Good Monitor?
126
An Internal or an External Network?
127
The Disaster of Executives Networks
131
The High Reliability Organization HRO
132
Step 3 Management Action
134
Management Action Failures
135
A Test Case
137
Handling SPMS and MLMS
141
What MBAs Dont Know but a Biblical Tribe Knew
160
Evaluation Committees
162
Tripwires
164
Brief Conclusion Regarding the CEW
165
Managers Checklist Chapters 58
166
Early Warning at Work
169
Case Studies of CEW in Action
171
Citibank Clean Windows
172
Activities on the Three Steps of the CEW Model
174
Weaknesses and a Note on Silly Benchmarking
179
Strengths
181
DASA Early Warning German Style
182
Activities on the Three Steps of the CEW Model
183
Weaknesses
190
Strengths
191
Activities on the Three Steps of the CEW Model
193
Weaknesses
198
Strengths
199
AstraZeneca A Cerberus SEWS
200
Activities on the Three Steps of the CEW Model
202
Strategic Early Warning The Shell Example
208
What Are We Looking For?
209
Who Does What?
210
How Do We Communicate?
216
How Do We Identify and Manage Risk?
219
Cultural Predeterminants of EW
228
Managers Checklist Case Studies
229
If You Start from Scratch
231
Culture and the CEW
234
CEOs and CEW
236
Other Organizational Considerations
242
Who Makes the Best Strategic Risk Analyst?
246
The Best Practice for Raising FirstRate Strategic Risk Analysts
250
Managers Checklist
251
Epilogue
253
Index
257
About the Author
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Ben GILAD (Kfar Saba, Israel) is president of the Fuld-Gilad-Herring Academy of Competitive Intelligence. He has trained the majority of CI managers at Fortune 500 companies. He has been interviewed by The New York Times, BusinessWeek, The Wall Street Journal, and others.

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