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From the December issue of:
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here to view article at CI Magazine's online site.
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here to view article as it was printed in CI Magazine (2.3MG PDF).
Avoid the Intelligence Disconnect
To make sure your CI is heard, reduce 'miscommunication
risks'.
Darrell S. Mockus, Predictive Research Group,
LLC
Ever had your CI poorly received or
misunderstood? One of the challenges of competitive intelligence,
or any research work, is correctly getting the message to the
people who need it. This not only includes making sure the right
people get the intelligence, but that it is correctly received and
used. There are a number of things you can do to ensure a smooth
intelligence handover and avoid the intelligence
disconnect.
It is important to realize that the CI job doesn't end when
the intelligence itself is created. Delivery and full use of that
intelligence are also the responsibility of the CI practitioner.
It is also your job to ensure that no intelligence is lost during
the transfer. Failure in these final stages of the CI process can
devalue your work, along with the effectiveness of your firm. Poor
intelligence dissemination can further trickle down to other
aspects of your organization -- including the company?s
bottom-line. Resources spent to support CI efforts are wasted if
the intelligence is not effectively put to use.
Regardless of whether you are an employee of an internal CI
department or an outside consultant, you must take a proactive
stance to ensure that you create an efficient working relationship
with your customers, so that you both understand and meet each
other?s needs.
Below are four steps for reducing the risk of poor
communication and avoiding the "intelligence
disconnect."
Step 1.
Statement of Work
Whether you are working for a company as a
consultant or an employee, make sure that you understand what is
being asked of you. Unless you work towards the goals of your
customer, there is a chance they will not want your product,
regardless of how valuable you believe it is. If it's not what the
customer was expecting, then it's not what was needed.
Pay attention to what the customer is asking and
cater your intelligence so that it directly answers those
questions. Realize that you have a customer and are working to
meet their needs, not necessarily your own. If you believe that
your client does not fully understand what you can deliver or what
may be needed, it is your responsibility to take the time to
educate them.
The best way to handle this is to create a
Statement of Work (SOW) and use it as a template for what you
deliver. The organization of the SOW often indicates what is being
asked for in the order of importance. If you use this as the
outline for the intelligence you generate, you will have the
greatest level of success at directly addressing your customer?s
concerns. The process of creating a Statement of Work will also
give you the opportunity to work with your client, educating them
and helping them to understand what can and cannot be
delivered.
When reviewing the Statement of Work, you should
be confident that your customer will act on the intelligence you
provide. If your customer is not fully committed and prepared to
act on the CI gathered, then the project may already be at risk.
Be sure to pin them down as to what they can and cannot use, so
there are no wasted efforts.
Use this stage to clarify your process so that
your customer is familiar with your plan of execution. If your
customer knows and understands your approach, they will know what
to expect and your timeline for producing the intelligence. This
is all part of setting the proper expectations so there are no
?let-downs? later in the process.
It is also important to include a section in the
SOW that indicates how the information is to be delivered. Do they
want:
- A bulleted list?
- A detailed report?
- A quick summary with references to supporting
information? or
- Just the major points?
Knowing this will again increase your
effectiveness. (I'll return to this later when discussing
"delivery.")
Step 2.
Know Your Audience
It is extremely important that you know your
audience. Are you communicating with the right person? Are you
relating the intelligence in the correct way? Not paying attention
to your audience severely hampers your ability to communicate any
intelligence you have gathered.
The CI practitioner is responsible for ensuring that the
right person is receiving the right information. Providing the
right intelligence to the wrong person can be as bad, if not
worse, than not using CI at all when making crucial decisions.
Look at the intelligence you have gathered and ask yourself;
?Will this person be able to act on this????Would anybody else
benefit from this????Who could use it most??
As a CI practitioner, you may have better
insight into what can be done with the collected CI than the
person who originally asked for it. Use this experience to answer
these questions and maximize the use of your
CI.
Through the course of CI gathering and analysis,
pieces of intelligence often surface that may not be useful to
your direct customer, but which could still have value elsewhere
within the company. Ask your customer directly if they know of
anyone else who could benefit from the intelligence
gathered.
Once you have the right person, how do you get
your intelligence across? How does the recipient need to have
their intelligence packaged for maximum effectiveness?
Pay close attention to your client?s
personality, work habits, and schedule. For example, if you know
your client is an extremely busy person, do not deliver a long
extended report they will have little chance of reading or
comprehending.1
Taking the time to know and understand how your
client operates gives you the advantage in meeting their
expectations. Although you may be delivering the right
information, you may not be delivering it in a way your client is
used to consuming it. Even if you have the correct deliverable, a
busy customer may unfortunately discount much of it if it is not
presented properly. Rather than placing blame on the recipient,
try to understand the way they need to work. It is the job of the
CI practitioner to find out how the customer works and identify
the best way the material can be presented.
Understanding how your client
operates will help in meeting their
expectations.
It is also important to know your client?s level
of understanding. What is your customer?s experience level?
Talking down to an experienced individual is as bad as
over-estimating their knowledge. Close attention to your
customer?s degree of understanding allows you to deliver
intelligence in the most beneficial way. Think of the extreme
analogy of a first grade teacher speaking to a class of college
students, or a college professor trying to communicate with first
graders in the manner he or she usually teaches their class.
Regardless of the subject matter, the approach to conveying
information plays an important role in how it is
absorbed.
Step 3.
Delivery
Delivery of intelligence has two major
attributes: timing and mechanism. Paying careful attention to both
of these will further reduce your risk of communication
difficulties. The good news is that if you followed the first two
steps, it will help you to determine when and how to
deliver.
Timing
It is often said in the CI field that it's more
important to be 80% right and provide enough time to act, than to
be 100% correct after it is too late to do anything.
Better to be 80% right with enough
time to act, than 100% correct when it's too
late.
It is important that you look at the subject
matter you are dealing with and decide whether to make the
trade-off between confirmed accuracy and timely delivery. In my
previous consulting work, I provided technical due diligence for
venture capitalists and other stakeholders. I realized early on
that a brief, timely, and focused analysis was preferred over a
lengthy, in-depth, and more complete alternative. For these
clients, the additional time required to cover every aspect and be
100% confident of the findings was not worth delaying the
investment opportunity. We subsequently developed a process for
capturing 90% of the risk areas in a two-day timeframe.
But be careful: the time over accuracy tradeoff
does not always apply. Sometimes complete accuracy of the
information is imperative. If, for example, the proactive actions
warrant substantial resources, additional accuracy is often
preferred to avoid costly mistakes. It is again the job of CI
practitioners to understand their clients needs, so as to
determine where the line between "confidence in accuracy" and
"delivery timeliness" should be drawn.
To help you gauge your project, use the
80/20-rule extension of Vifredo Pareto?s principle.2
That
is, 20% of your time will often deliver 80% confidence of
accuracy, but the final 20% level of accuracy will consume 80% of
your time. Weigh the gains achieved by that last 20%. The key to
CI delivery timing is to determine when you have reached the
accuracy level required, and when you must deliver the information
so that an appropriate plan can be
developed.
Mechanism
The mechanism used to deliver your CI will also
determine how much of your intelligence is absorbed by your
client. Sometimes the right intelligence won't get through to the
customer if it was not delivered in their format.
Choosing the mechanism for CI delivery is a
combination of knowing your audience and the CI you have gathered.
Again you need to refer back to both your Statement of Work and
what you know about your client. In general, a combination of both
written and verbal delivery often is most effective. A written
report followed up by a Q&A session can provide excellent
results. Allow enough time for the consumer of the intelligence to
review the findings and prepare useful and focused
questions.
Verbal
Whether you are delivering your report in person
or over the phone, make sure the timing is right. If you rely on
impromptu calls or meetings, expect that your customers may not be
in the correct state of mind to digest what is being told to them.
If possible, schedule a set time where all parties involved are
prepared to discuss your findings. Early morning is preferable to
the afternoon, as you can catch your client before other issues
tend to cloud the day.
Be sure to keep it concise and to the point,
when making verbal presentations. Important intelligence points
can be lost when too many issues are discussed or are surrounded
by unimportant commentary. An audience will tend to eliminate
?noise? and only be able to discern a few of your points. Unless
your customer is taking accurate notes about all of the issues you
bring up, be prepared for some of them to not be entirely
absorbed.
Written
A written report produces a lasting record of
your intelligence work. Keep this in mind as you put it together.
What you write is likely to be referred to for some time to come.
It may even be used when performing a "post-mortem." Remembering
this, you will be motivated to put a little time and effort into
making sure that you are expressing yourself in a way that avoids
any possible misinterpretation.
Write your report in a way that can be easily
understood by your audience. Again, knowing your customer provides
clues on whether to use quick summary bullet lists, or detailed
descriptions of all of your findings. If you have to provide a
single report for use by different audiences, provide ways for
each to access supporting information if needed.
There are a number of successful tactics I have
adopted to deal with various audiences. For example, glossaries
and cross-references serve up additional information without
cluttering things for those who just need the straight facts.
Always provide a summary of the entire report upfront that is
brief and to the point. These methods provide a quick synopsis,
while also allowing follow-up on any items on which a customer may
require more information.
Good grammar means clarity and precision. Stay
focused on the message. Be prepared to edit repetitive phrases and
overly long sentences. Avoid jargon or ?industry speak.? Be
careful not to inundate your readers with unfamiliar acronyms and
abbreviations, and always define those used. In this way, you
don't limit the audience who can access the report. As it will not
be such a chore to read, the absorption rate will
increase.
Include your current contact information at the
end. Always indicate that you are available to discuss any of the
contents of the report. You should encourage your customers to
consult you if they have any questions or are unsure about the
meaning of any item in the report.
Step 4.
Follow-up
Allowing an open-door policy for discussing your
CI is part of the process, but still falls short of what's needed.
It places the entire onus on the client. You will need to
proactively follow-up with your customer to see if your CI is
being used appropriately. Lack of use, or misuse, of intelligence
is an indication that it was not correctly
conveyed.
Take it upon yourself to schedule regular
follow-up sessions, either by phone, e-mail, or in person. Through
these meetings, you can clear up any misunderstandings and further
improve your processes. Every session can increase your
effectiveness as a CI practitioner. Touch on each one of the
bulleted or highlighted points in your report. Get customer
feedback on how the information was understood and used. This
exercise reveals if the communication was received accurately. Ask
what action was taken, or is intended to be
taken.
These sessions can also be a forum to bring up
new intelligence issues that can be further developed. A customer
who understands and uses the intelligence provided will recognize
the need to keep receiving more input, as new information becomes
available. When you help create this type of client, you have
avoided a "disconnect," and kept the lines open for further
deliveries.
(From the Sidebar in printed version)
Statement of Work Checklist:
Does your SOW cover the
following?
- Prioritized
list of deliverables
- Primary
contact and distribution list
- Anticipated
timeframe of final report
- Format of
final report
- Written
(hard copy, digital, e-mail)
- Verbal
(in person, over phone)
- Anticipated
frequency of status reports/updates
- Format of status reports/updates
- Written
(hard copy, digital, e-mail)
- Verbal
(in person, over phone)
- Anticipated
Audience (titles, positions)
Some questions to ask
yourself:
- What are
the expected deliverables?
- What is
the priority of these deliverables numbered 1-n?
- Who is
the primary contact?
- Who else
should be copied on correspondence?
- What
schedules are the project subjected to? (product release,
marketing push, etc.)
- Who is
the anticipated audience? (titles/positions)
- What is
the requested format of final report? (written/verbal)
- What is
the requested frequency of status reports?
- >What is
the requested format of status reports? (written/verbal)
- What
assumptions are trying to be proved or dispelled?
1
Neil J. Simon's Managing the CI Department
column, "I Got
It, Why Don't They" in Competitive Intelligence
Magazine, 4(3), May-June 2001, contains a helpful table to
assist you in knowing your audience ("Seven Kinds of Smart: Ways
of Working Together," p. 40).
2 The 80/20 rule is attributed to Vifredo Pareto
(1848-1923), an Italian economist who formulated this well known
principle: "In any series of elements to be controlled, a selected
small fraction in terms of number of elements almost always
accounts for a large fraction in terms of effect." The 80/20 rule
extends this principle to real-world situations in which there is
a question of effectiveness versus diminishing returns on effort,
expense, or time. When it comes to CI, it can be paraphrased as
"absolute perfection costs too much."
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