Transcript No Slide Title

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
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
© 2004 Brad Ashton
2
MODULE 1: Technology
Transfer and CTI
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 …
© 2004 Brad Ashton
4
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
© 2004 Brad Ashton
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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 information but
starved for knowledge.”
… John Naisbitt, author
© 2004 Brad Ashton
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“There is no limit to the human
capacity to ‘see’ what one wants to
see.”
Angelo Codevilla
© 2004 Brad Ashton
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Technology Transfer – Key Decision Issues and
Criteria
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© 2004 Brad Ashton
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
© 2004 Brad Ashton
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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
© 2004 Brad Ashton
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Technology Commercialization Model
(source: adapted from the Oklahoma Commercialization Center)
STAGE
TYPE of COMMERCIALIZATION ACTIVITY
1-TECHNICAL
2-MARKET
3-BUSINESS
EXPLORATORY PHASE
1INVESTIGATIO
N
Technology Concept
Analysis
Market Needs
Assessment
Venture
Assessment
DEVELOPMENT PHASE
2FEASIBILITY
Technology Feasibility
Market Study
Economic
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
6-MATURITY
© 2004 Brad Ashton
Full-scale production
Sales and
Distribution
Business Growth
Production Support
Market
Diversification
Business Maturity
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Technology Signals
Product
Announced
S
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G
N
A
L
I
N
T
E
N
S
I
T
Y
© 2004 Brad Ashton
Product
Sales
Process
Development
Patents
•R&D Alliances
•Joint Ventures
•Discussions
•Grey Literature
Scientific
Papers
New Product Introduction Time Line
Source: Adapted from Merrill Brenner, APC
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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?
Competitor /
Market
Customer  What are the
business objectives,
Intelligence Intelligence
targets, & strategies
of key players?
Technical
 How do our
Intelligence
performance, cost, &
(TI)
resources compare?
 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?
© 2004 
Brad Ashton
13
CTI Support for Technology Transfer - Landscape
 Surveillance / Monitoring / Tracking - Regular watching for
events, trends or activities of interest
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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
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© 2004 Brad Ashton
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

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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?)
© 2004 Brad Ashton
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MODULE 2: Introduction to
CTI – Definition and Process
Basic Definitions
Information by itself is NOT intelligence; it is an essential input for
intelligence; it must be analyzed to produce intelligence findings
Information
Compile
To develop intelligence
requires
– experience
– analytical skill
– business insight
Sort
Screen
Verify
Report
Organize
Interpret
So what?
Deliver
Intelligence
Intelligence is an essential input for plans, decisions & actions
© 2004 Brad Ashton
Source: adapted from E Gilmont, formally of AD Little.
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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
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© 2004 Brad Ashton
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
© 2004 Brad Ashton
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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!
© 2004 Brad Ashton
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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
© 2004 Brad Ashton
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Information Collection: Always Legal and Ethical
Misrepresent
ourselves
Conduct
false job
interviews
WE
WILL
NOT...
Exploit new
employees for
proprietary
information
Technical
intelligence
IS NOT SPYING !
Use
Illegal
methods
Compromise
customer
proprietary
information
Misuse consultants
or agents
© 2004 Brad Ashton
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Technology Intelligence
Operations
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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© 2004 Brad Ashton
The CISTI Intelligence Cycle
CUSTOMER CTI
APPLICATION
6-Presentation
& Delivery
OTHER
USERS
CUSTOMER PROBLEMS &
NEEDS
1-Needs
Assessmen
t
Information &
Communication
System
5-Production &
Reporting
4-Analysis
&
Synthesis
© 2004 Brad Ashton
2-KIT
Developme
nt
3-Collection
&
Processing
ALERT
REPORTING
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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
© 2004 Brad Ashton
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Customer needs: Assessment format
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
© 2004 Brad Ashton
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Technology Transfer Information Needs –
Technology Commercialization Model
STAGE
TYPE of COMMERCIALIZATION ACTIVITY
1-TECHNICAL
2-MARKET
3-BUSINESS
EXPLORATORY PHASE
1INVESTIGATIO
N
Technology Concept
Analysis
Market Needs
Assessment
Venture
Assessment
DEVELOPMENT PHASE
2FEASIBILITY
Technology Feasibility
Market Study
Economic
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
6-MATURITY
Full-scale production
Sales and
Distribution
Business Growth
Production Support
Market
Diversification
Business Maturity
28
© 2004 Brad Ashton
(source: adapted from the Oklahoma Commercialization Center)
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
1.
 Build a work plan: Use project plan format
2.
3.
 Obtain customer buy-in
4.
 Get user approval and sign-off
5.
6.
 Develop interim reporting requirements
© 2004 Brad Ashton
Objectives
User Needs
Products
Work Elements (tasks, timing)
Resources
Management Approach
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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”
© 2004 Brad Ashton
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Process Step 3: Collection & Processing
 Implement the Collection Plan

Secondary, primary, and technical sources
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Seek to verify key data
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Pay attention to need for current or immediate reporting
 Collection suggestions
© 2004 Brad Ashton

Use multiple, independent sources
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Interact with users and analysis activities as needed

Be alert to new sources
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Types of Information Sources
People
(HUMINT)
Direct contact with human experts,
eyewitnesses, participants
Records
First hand knowledge,
referral to other sources
Symbolic (written reports) or non(IMINT, SIGINT) symbolic (images, data logs)
Research, background
information, conversion
to useful form
Objects
First hand reporting on
composition, condition,
origin or human purpose
(IMINT)
Physical characteristics of
equipment, materials, products
(size, shape, markings)
Emanations Detectable phenomena emitted by
(MASINT,
SIGINT)
© 2004 Brad Ashton
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)
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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
© 2004 Brad Ashton
 External
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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
© 2004 Brad Ashton
 External Distributed Literature
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Technical journals
Patents
Reports, studies
News - press, newsletters
Gov’t studies, documents
Special information - employment ads
 External Gray Literature
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Company reports, brochures
Dissertations/ theses
Trade or product literature
White papers
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Useful TI Sources - Technical
 Internet
 Field visits
 Site visits. tours
 Personnel exchanges
 Listening posts
 Remote Sensing
 Remote imagery
 Still photography
 Chemical emissions

© 2004 Brad Ashton
 Web sites
 Chat rooms
 Specialized databases

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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
© 2004 Brad Ashton
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Company Technology Profile Comparison –
Current Levels & Trends
Our Firm Compared Our Firm Compared
to Firm B
to Firm C
New
Products
R&D
Advanced Materials


Advanced Semiconductor Devices






Digital Imaging Technology
Flexible Computer-Integrated
Manufacturing


Optoelectronics


RELATIVE TECHNOLOGY POSITION
Ahead
Even
Behind

© 2004 Brad Ashton






R&D


New
Products















TECHNOLOGY TRENDS
Gaining
Holding
Losing



37
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
© 2004 Brad Ashton
38
Models for Intelligence Analysis ...
PURPOSE: to create a picture -- like assembling
a jigsaw puzzle...
 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
© 2004 Brad Ashton
39
EXAMPLE SWOT MATRIX: For Company A
INTERNAL FACTORS
STRENGTHS (S)
WEAKNESSES (W)
1.
Best technology
1.
No management depth
EXTERNAL
FACTORS
2.
Skilled workforce
2.
Spotty distribution service
OPPORTUNITIES (O)
SO Implications
WO Implications
1.
Demographics favor high
product consumption
2.
Failing of competitor B
1- ? Keep technology
current
2-? Might hire skilled
workers from B
2-? Must satisfy growing
market segment to
remain competitive
ST Implications
WT Implications
1-? Might have to share
technology to avoid
regulation impact
2-? Keep current
workforce satisfied
1-? Management may not
be able to thwart
regulation
2-? C may take market
share away
THREATS (T)
1.
Possible new regulations
2.
Growing of competitor C
© 2004 Brad Ashton
Note: We are company D
40
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”
© 2004 Brad Ashton
41
TI Design Element - 3
Example CTI Products
Regular
Specialized
Current Alert message
Comprehensive Assessments
“Heads up” message on current
In-depth analysis of a major S&T
events having immediate &
topic (e.g. competitor, technology,
serious impacts that require action
etc.)
Strategic Forecasts
Technical Newsletter
Analytical projection of key trends
Periodic analytical summaries of
current technical topics, e.g. an
or events (e.g., emerging market
emerging technology
niche)
Situation analysis
Trip or contact reports
Snapshot evaluation of external
Summary highlights of key
developments with potential + or findings, results from business or
technical discussions
implications; e.g. new regulation or
emerging technology
42
© 2004 Brad Ashton
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

© 2004 Brad Ashton
Provide continuing intelligence as needed, integrate other inputs,
check cross-cutting values for key intelligence
43
Typical Products & Delivery Mechanisms
Briefings
• Seminars
•
• Intranet
sites
• E-Mail
• Groupware
NEWS
• Meetings
Newsletters
• Retreats
• Trip Reports
• Working Groups • Contact Memo
• Messages
• Conversations
© 2004 Brad Ashton
•
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.
Reports
• Action Plans
•
44
The Technical Intelligence System
A 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
–
–
© 2004 Brad Ashton
Minimizes likelihood of surprises
Makes decision makers more well-informed prone to take action
45
MODULE 3: CTI Applications
and Benefits
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
o
o
o
© 2004 Brad Ashton
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)
47
Competitive Intelligence vs Business Research
Typical
Characteristics
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
© 2004 Brad Ashton
All open sources
(secondary & primary)
48
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)
© 2004 Brad Ashton
49
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)
 Find & evaluate S&T collaborators
 Technology acquisition
 R&D portfolio management  Effective production & operations
 Technology commercialization or divestiture (transfer, transition)
 S&T Strategy Development & Strategic Planning (Goals, Directions)
 Competitive positioning & strategy development
 Strategic & technology program plans
© 2004 Brad Ashton
50
Benefits from CTI: Industry Examples
 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)
Bottom line benefits – establish R&D leadership, use the
best technology, develop better S&T concepts, save time
& costs...
51
© 2004 Brad Ashton
MODULE 4: How a CTI
Project Works
The CISTI Intelligence Cycle
CUSTOMER
NEEDS
CUSTOMER
APPLICATION
6-Presentation
& Delivery
OTHER
USERS
1-Needs
Assessment
Information &
Communication
System
5-Production &
Reporting
2-KIT
Development
3-Collection
& Processing
4-Analysis &
Synthesis
ALERT
REPORTING
© 2004 Brad Ashton
53
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
© 2004 Brad Ashton
54
CTI Projects: Basic Project Building Blocks
TOOLS &
METHODS
OBJECTIVES & STRATEGY
CUSTOMERS &
USERS
SOURCES
PRODUCTS
A MANAGEMENT
SYSTEM
INFORMATION &
COMMUNICATION
(I&C) SYSTEMS
STAFF
Technology
Alert
ORGANIZATIONAL
ISSUES
(Oversight Committee)
TI Cental
TI Area 1
© 2004 Brad Ashton
TI Area 2
TI Area 3
55
The Intelligence Production Process
Multiple Open
Sources
Information Acquisition and
Analytical Findings
• Technology Assessments
• Expert Networks
– Internal (employees)
– External (contacts)
• Listening Posts
In-depth
Analysis
Targeted
Collection
• Universities
• News Media
• Published Information
• Electronic Data Bases
• Situation Analysis
• Competitor/ Customer
Profiles
• Current Status Briefings
• S&T Environmental Alerts
• Government Sources
© 2004 Brad Ashton
Intelligence
Products
Information
Services
• Newsletters / Databases
• On-line Dissemination
• News / Messages
• Information Searches56
Source: adapted from J Herring, formerly of The Futures Group.
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
© 2004 Brad Ashton
TI Report
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.
MODULE 5: CTI Work
Planning
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
© 2004 Brad Ashton
59
CTI Planning Format – Project Work Plan
1. Objectives - User Needs & Problem Statement
2. Deliverables - Intelligence Products
3. Work Elements


Task Activities
 Delivery & Applications
 Collection Plan
 Evaluation
 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
© 2004 Brad Ashton
60
Customer Need: Application of Results
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
© 2004 Brad Ashton
61
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 !
© 2004 Brad Ashton
62
Selecting TI Sources - What to Consider
Sources come in many shapes, sizes and colors ...
• Character: personal, impersonal
• Content
• Proximity: direct, indirect • Location: internal, external







© 2004 Brad Ashton
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?
63
“Plans are worthless, planning is
priceless.”
… Dwight Eisenhower
Former US President
© 2004 Brad Ashton
64
FROM IDEA TO SUCCESS
Technical opportunity
« An
IDEA »
PROOF OF
CONCEPT
• Published results
• Patents
• Conferences
« An
APPLICATION »
CONCEPT
DEVELOPMENT
Business opportunity
« An
OPPORTUNITY »
Commercial success
PRODUCT
SERVICE»
« A
OPPORTUNITY
ASSESSMENT
DEVELOPMENT
PHASE
PRE
PRODUCTION
• Preliminary data
• Scale up
parameters
• Pre feasibility
• Technico economic
study
• Cost/ Benefits
• Risk analysis
• Project realization
• Commercialization
parameters
• Pilot scale & production parameters
• Accurate technico
economic data
• Commercial
operation
• Service
deployment
• Industry scan
• Competing
technologies
• Firms involved
• Key players
• Competitor
profiles
•CTI on markets,
consumer
trends,…
• CTI focused on
competition,
marketing
strategies…
• Standards
• Regulation
• Specifications
• Industry
protocols
• On going
information
monitoring on key
issues
PRODUCTION
COMMERCIALIZATION
CISTI
• Literature review
• Patent search
• Conferences
© 2004 Brad Ashton
Source: JP Plante, CISTI
65
Conclusion
“Great leadership isn’t about solving
problems after the fact, but foreseeing
potential problems and eliminating them
before they occur.”
- James A. Belasco
© 2004 Brad Ashton
66