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Competitive Technical Intelligence (CTI) An Introductory Workshop

Competitive Technical Intelligence (CTI) An Introductory Workshop. 2004 FPTT Annual Meeting June 16, 2004 Halifax, NS Canada. Brad Ashton Concurrent Technologies Corporation Washington, DC USA Jean Archambeault Canada Institute for Scientific and Technological Information (CISTI)

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Competitive Technical Intelligence (CTI) An Introductory Workshop

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  1. Competitive Technical Intelligence (CTI)An Introductory Workshop 2004 FPTT Annual Meeting June 16, 2004 Halifax, NS Canada Brad Ashton Concurrent Technologies Corporation Washington, DC USA Jean Archambeault Canada Institute for Scientific and Technological Information (CISTI) National Research Council Canada

  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

  3. MODULE 1: Technology Transfer and CTI

  4. Today, monitoring new technology is vital for future R&D investments … • 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 Follow-up action: continuously monitor key sources for more advancements & potential partners …

  5. 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

  6. 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 information but starved for knowledge.” … John Naisbitt, author

  7. “There is no limit to the human capacity to ‘see’ what one wants to see.” Angelo Codevilla

  8. 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

  9. 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

  10. 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

  11. Technology Commercialization Model (source: adapted from the Oklahoma Commercialization Center)

  12. Product Sales Product Announced S I G N A L I N T E N S I T Y Process Development Patents • R&D Alliances • Joint Ventures Scientific Papers • Discussions • Grey Literature New Product Introduction Time Line Technology Signals Source: Adapted from Merrill Brenner, APC

  13. Competitive Intelligence (CI) Components • What are market drivers and trends? • What market segments are high value? • What new players can we anticipate? • What are future market needs? • Who are best-in-class competitors? • What are the business objectives, targets, & strategies of key players? • How do our performance, cost, & resources compare? Market Intelligence Competitor / Customer Intelligence Technical Intelligence (TI) • 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?

  14. 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)

  15. 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?)

  16. MODULE 2: Introduction to CTI – Definition and Process

  17. Information Compile Sort Screen Verify Report Intelligence Organize Interpret So what? Deliver Basic Definitions Information by itself is NOT intelligence; it is an essential input for intelligence; it must be analyzed to produce intelligence findings • To develop intelligence requires • experience • analytical skill • business insight Intelligence is an essential input for plans, decisions & actions Source: adapted from E Gilmont, formally of AD Little.

  18. What is Competitive Technical Intelligence (CTI)? 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 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

  19. 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

  20. 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. • “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!

  21. 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. • “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 Intelligence strengths: custom-tailored report for multiple users, possible early warning, identify & verify sources, explicit interpretation, action recommendations

  22. Information Collection:Always Legal and Ethical Misrepresent ourselves Technical intelligence IS NOT SPYING ! Conduct false job interviews WE WILL NOT... Use Illegal methods Exploit new employees for proprietary information Compromise customer proprietary information Misuse consultantsor agents

  23. Technology Intelligence Operations

  24. 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

  25. CUSTOMER PROBLEMS & NEEDS The CISTI Intelligence Cycle CUSTOMER CTI APPLICATION 1-Needs Assessment 6-Presentation & Delivery Information & Communication System 2-KIT Development OTHERUSERS 5-Production & Reporting 3-Collection& Processing 4-Analysis & Synthesis ALERT REPORTING

  26. Process Step 1: Needs Assessment • 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

  27. Customer needs: Assessment format • The Basic Question, Topic (KIT, KIQ) • Content (focus, detail,…) • Format (deliverable, size, …) • Timing, Mid-course reports • Priorities • How will the answer be applied – in decisions? • Suggested sources and methods or special considerations

  28. Technology Transfer Information Needs – Technology Commercialization Model (source: adapted from the Oklahoma Commercialization Center)

  29. Process Step 2: KIT Development • 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 • Objectives • User Needs • Products • Work Elements (tasks, timing) • Resources • Management Approach

  30. KITS and KIQs: Examples • 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”

  31. Process Step 3: Collection & Processing • 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

  32. Types of Information Sources

  33. 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 Useful CTI Sources - Primary • Combination • Expert Panels, Advisory groups • Retired employees

  34. 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 Useful CTI Sources - Secondary

  35. 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 Useful TI Sources - Technical • Reverse Engineering • Equipment • Business practices

  36. 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

  37. Company Technology Profile Comparison – Current Levels & Trends RELATIVE TECHNOLOGY POSITION TECHNOLOGY TRENDS Ahead Even Behind Gaining Holding Losing 

  38. Process Step 4: Analysis & Synthesis • 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

  39. 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...

  40. EXAMPLE SWOT MATRIX: For Company A • STRENGTHS (S) • Best technology • Skilled workforce • WEAKNESSES (W) • No management depth • Spotty distribution service INTERNAL FACTORS EXTERNAL FACTORS WO Implications 2-? Must satisfy growing market segment to remain competitive SO Implications 1- ? Keep technology current 2-? Might hire skilled workers from B • OPPORTUNITIES (O) • Demographics favor high product consumption • Failing of competitor B ST Implications 1-? Might have to share technology to avoid regulation impact 2-? Keep current workforce satisfied WT Implications 1-? Management may not be able to thwart regulation 2-? C may take market share away • THREATS (T) • Possible new regulations • Growing of competitor C Note: We are company D

  41. Process Step 5: Production & Reporting • 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”

  42. Specialized Comprehensive Assessments In-depth analysis of a major S&T topic (e.g. competitor, technology, etc.) Strategic Forecasts Analytical projection of key trends or events (e.g., emerging market niche) Situation analysis Snapshot evaluation of external developments with potential + or - implications; e.g. new regulation or emerging technology TI Design Element - 3 Example CTI Products • Regular • Current Alert message • “Heads up” message on current events having immediate & serious impacts that require action • Technical Newsletter • Periodic analytical summaries of current technical topics, e.g. an emerging technology • Trip or contact reports • Summary highlights of key findings, results from business or technical discussions

  43. Process Step 6: Presentation & Delivery • 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

  44. Briefings • Seminars • Intranet sites • E-Mail • Groupware NEWS • Meetings • Retreats • Working Groups • Newsletters • Trip Reports • Contact Memo This is a sample of a newsletter for Brad Ashton’s presentation. This really does not contain any news. So if you are looking for some detail here, you won’t find any. This is a sample of a newsletter for Brad Ashton’s presentation. This really does not contain any news. So if you are looking for some detail here, you won’t find any. This is a sample of a newsletter for Brad Ashton’s presentation. This really does not contain any news. So if you are looking for some detail here, you won’t find any. • Messages • Conversations • Reports • Action Plans Typical Products & Delivery Mechanisms

  45. The Technical Intelligence SystemA Powerful R&D Management Tool • 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

  46. MODULE 3: CTI Applications and Benefits

  47. What CTI is and is NOT -- • 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 • MR - Identify, describe customers & preferences – e.g. for sales planning • MR - Influence market/ customer product demand – e.g. for advertising • 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)

  48. Competitive Intelligence vs Business Research

  49. What is CTI like ? • 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)

  50. CTI - 3 Main Types of Industry Applications • 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 • S&T Business & Technical Operations (Decisions & Actions) • Technology acquisition • R&D portfolio management • Technology commercialization or divestiture (transfer, transition) • Find & evaluate S&T collaborators • Effective production & operations • S&T Strategy Development & Strategic Planning (Goals, Directions) • Competitive positioning & strategy development • Strategic & technology program plans

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