Summit Highlights Prime Insights

DR. AVNER BARNEA

CHAIRMAN: ISRAELI CI FORUM (FIMAT)
SCIP, MEMBER OF THE BOARD
 Prime Insights (1): CI Analytical
Capabilities

1. It is imperative that CI professionals will develop analysis capabilities. Time to

receive insights from them has changed significantly.
2. Expectations that the CI people will focus more on the future. Almost no one
in the organization does so systematically.
3. Gathering information is not THE challenge while incorrect information is not
a major problem. CI staff can handle with this difficulty. The real need is a
presentation of insights.
4. Senior management (C Suite) in large companies is desperate for the
contribution of the CI, which find itself often not prominent enough. On the
other hand, the challenge is how to deal with management, which
characterized by excessive arrogance and self-confidence.
5. A McKinsey study clearly indicates that more than one-third of large
companies are not prepared for rapid changes.
6. A good CI unit has the following capabilities: Collaboration, Learning,
Networking
7. An analytical business tool which becoming more significant is Business
Model Canvas that can be used more to support the analysis process.

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 Prime Insights (2): CI priority to
support to adjust to changes
1. Leading global corporations are finding themselves not
prepared for the fast dynamic of markets and technologies
(Deutsche Bank, Unilever, Nestle, Akzo Noble, Siemens, Voith,
etc.). IBM seems to be doing very well with adjusting to
changes.
2. How did it happen that regular airlines missed the real threat of
the low -cost airliners? The state of banks in the field of
Finntech apparently is no different.
3. Changes in the business environment - large companies are
entering many areas, and then management problems, mainly
effective control, arise (Apple, Amazon, Alpha, Nestle, Microsoft,
etc.). CI helps not only in identifying threats but also in
identifying opportunities.
4. The CI practitioner as Tenth Man - the one who sees
differently. Asking questions in the strategic area. How to
integrate CI within strategic units?

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 Prime Insights (3): CX (Customer
Experience(
1. How CI integrated into the CX field? What is its added value? It
seems to have better tools than the classic market research,
because CI specializes in social media monitoring and analysis,
where there are also insights about customers and competitors.
2. Regarding Customer insight, CI has a significant potential
contribution. This is already in the process of change.
3. It is important for CI to establish its position in CX through, among
other things, orderly cooperation with Market Research, especially
since the customers issue is high on the priorities of senior
managers. There are also expectations to use AIs evolving
capabilities for this matter.
4. A new approach to CI - Open Intelligence - was presented at the
conference. It includes extensive help from outside the company,
to improve forecasting and analysis capabilities, specifically for
better customer understanding and for early tracing of innovation.

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 Prime Insights (4): SMEs
1. There is not yet a valid model for CI in SMEs. Although the need is evident.
The awareness to CI in these firms is not high enough.
2. It is important to notice that a lot of innovations are coming from SMEs
including start - ups. This makes the need for CI model in SMEs even greater.
3. CI and innovation need to work together while the former helps identify
changes and innovations at the early stage. Significant problem which exists in
large companies: silo mentality - that causes a lot of damage, is solved in
SMEs.
4. Start-up companies suffer from insufficient understanding of the competitive
environment. Their failures stem from:
A. Management is not good.
B. Lack of familiarity with the competition environment.
C. Lack of resources.
5. The challenges for CI the coming years - combining CI's discipline to suit small
and medium-sized companies. The Open Intelligence model (see former slide(
can be a good solution.

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 Prime Insights (5): Agile
1. The speed of access to information and the amount of
information require organizations to respond quickly to
changes. Also to be able to respond rapidly to unexpected
events.
2. Agile Approach - not just a buzz word. A complete approach
that means organizational flexibility to see developments in
time and quickly implement rapid changes in the
organizations deployment.
3. The question is how to shorten processes to respond faster
than competitors? This approach combines project planning
(project management), not in a linear way, but rather by
carrying out parallel processes while monitoring and
examining progress.
4. Information inputs to fulfill the needs for changes often
come from insights that the CI acquires from the external
environment.

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 Prime Insights (6): AI & CI
1. Essentials From Professor Al Naqvi, President, American Institute of Artificial
Intelligence:

2. AI is the future in the field of national and business intelligence. This is a

technological revolution that will upgrade analytical capabilities.

3. AI will provide capabilities for substantial improvement in analysis through semi-

automatic / automated tools, including in intelligence in business and in other
related business fields.

4. Innovative AI tools are already under development and apparently are also starting
to operate in national intelligence organizations around the world. These unique
analytical abilities which are unfamiliar but will have to be integrated with human
brain in the process.

5. In the field of business, there are already a number of articles on the contribution
of AI. Next year, a book on Cognitive Competitive Intelligence, based on a
description of AI capabilities, will be published.

6. AI should be of great help to decision makers because they will receive better
outcomes but there will still be much room for the human brain to prepare and
explain the intelligence products.

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 Prime Insights (7): CI Practitioner
1. Extensive understanding of the competitive environment.

2. Proven analytical capabilities (quantitative and qualitative) including to

identify changes and their significance.

3. Not to hesitate to present operative recommendations, which are

"connected to reality."

4. To assess CI contribution to decision-making process within the company.

5. Despite the internal division of intelligence and security, the CI must be up-
to-date on what competitors are trying to know about its "own" company.

6. To analyze and understand the strategic significance of tactical information

received from salespeople / others within the organization.

7. To maintain open channels with the senior management.

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 Prime Insights (8): CI & Cyber
Security
1. The range between Cyber Security and CI is becoming
shorter. CS finds itself also dealing with systematic
collection of threats from the internet and intentions to
attack the company, for example, to learn about campaigns
aimed at blackening the company and its products.
2. To identify in time information on the company that appears
for example, in WikiLeaks or other leaks sites, especially if it
is believed to originate from the company itself.
3. By mistake, threats are targeting as if they were only from
hackers. Can also come from former employees or from
illegal activity by competitors.
4. As a result of SC's gathering, information is entered into the
company's BI systems to be analyzed later to understand its
significance. For example, how cellular companies guide
their customers to protect their devices from hacking.

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 Prime Insights (9): Body of
Knowledge (BOK )
1. The intention is to build an organized system of CI studies in academia
(undergraduate and graduate), as part of business administration or
information studies to be lead by SCIP expertise.
2. A team of lecturers from the Academy, members of SCIP *, was
established to prepare a proposal for relevant subjects in each of the
sub-topics identified, in order to draw a leading methodological and
academic body of knowledge in this field:
A. The knowledge required on tactical and strategic CI issues.
B. Establishment and operation of CI unit.
C. Performing information analysis and preparing intelligence reports.
D. Evaluation of the performance of the CI in the company.
E. The capabilities required by the CI Practitioner.
F. Expert information technologies that should be integrated with CI
capabilities.

* Prof. Nisha Sewdass (South Africa), Prof. Jonathan Calof (Canada), Dr.
Christophe Bisson (France), Dr. Alessandro Comai (Spain), Prof. Ruben Arcos
(Spain), Dr. Avner Barnea (Israel).
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Thank you
DR. AVNER BARNEA

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