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An individual learning logbook, capturing reflections and observations on topics discussed in class or during assignments.

The Individual Learning Log will consist of a text containing your reflections on the concepts that are seen and discussed in class. The topics covered and on which your reflections will include but not be limited to :

Insight management and summary of your observations and experience.

Each 700-word (±100) text will be completed in MS Word format and must include three or more arguments or observations. It would be beneficial to write immediately after the relevant course, while the subject is still vivid in your mind. You must submit this text even if you miss the course related to the topic. These texts must be written and submitted individually, at the risk of having your grade shared (divided…) with your colleagues who would have submitted a text that is too similar.

The following questions can be used as food for thought when writing:

 1.         What surprised me the most?

2.         How can I adapt what was seen to my objectives?

3.         How could I implement these concepts?

4.         Which of the concepts learned will be most useful to me?

5.         What was my Eureka moment?

6.         What intrigues me and makes me wonder more?

Think of this logbook as notes that you can refer to later and that will help you remember important elements of the course. It’s not just a summary of what you’ve seen in class, but more importantly, your own thoughts on it and how you integrate the concepts through examples from your own environment.

CI Culture

Week 10

Jocelyn Turgeon

ADM3316 Fall 2021

Welcome back!

Wrapping up VOBA courses

Team project consultations

Individual project topics

Questions

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

CI within an existing company

Setting it up

Strengthening it

Growing it

Unit within the organisation

Collection

Dissemination

Influence

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

Alan Baren, SCIP, in The Biggest Challenge for Competitive Intelligence, 2015.

Focus the efforts of your monitoring “team”.

Rationale – tactical or strategic

Key stakeholders – who are your customers?

Main competitors vs. environment

Your skills at first glance

Internal information – networking within the company

Prioritization of collection and analysis

Above all, don’t forget that is not only about competitors…

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

Starting a Competitive Intelligence Function – A SCIP best practices guide

A problem of value creation according to T.W. Powell

A visit to the doctor – pills…

A call to your investment broker…

CI Business case

The costs of the watch service

The advantages – even qualitative

An estimate of the cost of benefits

Spread over time

Present value of the required investment

How it compares – benchmarking

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

According to T.W. Powell, in Intelligence: Developing the Business Case, the monitoring unit should

Develop and manage information

Predict the future environment

Assist in strategic and tactical decision making

There is always information, but sometimes it is

Scattered

Difficult to collect

Consists of seemingly worthless data

Unstructured

“The customer doesn’t really want a drill, he wants a hole…”

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

Acording to T. Powell, seven specific steps are required to develop a business case using a project financing model:

1. List the incremental costs.

2. List the incremental benefits, in a qualitative

sense.

3. Measure or estimate the value of the

incremental costs.

4. Measure or estimate the economic value of the

incremental benefits.

5. Plot these incremental costs and benefits and

costs over the life of the project.

6. Calculate the value of the initiative using a

discounted cash flow (DCF) model.

7. Benchmark the DCF value against some

corporate hurdle rate that new projects must

meet to obtain funding.

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

You are likely not starting from scratch

* Their sales and market research people talk to current and prospective customers.

• Their support people talk to customers.

• Their investor relations people talk to securities analysts and institutional investors.

• Their business development people talk to other industry players.

• Their executives talk to other industry executives at business and social events.

• Their scientists talk to other scientists at conferences.

• Just about everyone reads about their segment of the industry.

• Just about everyone conducts internet searches on topics of interest to them.

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

Key fonctions – Steps of CI process

Ref.: T.W. Powell, in Intelligence: Developing the Business Case, SCIP

Best Practice Guide

According to T.W. Powell

CI is part of the overhead costs.

It must be rigorously evaluated with data.

Benefits are not always easy to measure

You have to perceive and see the system as a whole.

The function is often perceived as disposable

CI skills take some time to establish

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

According to T.W. Powell

CI is an investment

the numbers must speak for themselves

Work hard at it

Don’t reinvent the wheel …

Always keep in mind the advantages of CI before

Think return on investment

Don’t promise the moon …

You have to gain confidence one small victory at a time!

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

There are many of them and they vary depending on the stage of the process.

Networking capacity

Ability for social interaction

Analytical capacity

Computer skills

Ability to establish connections, links

And of course, willpower and determination!

In short, it is once again in your best interest to target your strengths and to surround yourself with the right people.

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

KIT – Descriptions of the key players in the market

competitors, customers, suppliers, regulators and potential partners

The individual

Historical biography related to RCW

A personality assessment

The individual in his or her organizational environment

The organizational environment

Culture, mission, raison d’être

Also based on KIT

Ref: J. Herring (1999). Key Intelligence Topics: A process to identify and define intelligence needs. Competitive Intelligence Review, Vol 10(2), 4-14 (1999).

Ref: Marta S. Weber Profiling for Leadership Analysis, SCIP.

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Process

Table D and E example

1. Provide profiles of our main competitors, including their strategic plans, competitive strategies, financial and market performance, organization and key personnel, R&D, operations, sales and marketing, etc.

2. Provide in-depth assessments of major competitors including: Their desire to compete with us and our main customers Strategic plans and goals, including international goals Key strategies: financial, technological, manufacturing, business development, distribution, sales and marketing Current operational and competitive capacities

3. Identify new and emerging competitors, especially those from entirely different industries and businesses.

4. Describe and assess our current and future competitive environment, including: customers and competitors; markets and suppliers; production and product technologies; political and environmental; and the structure of the industry, including changes and tendencies.

5. New customers, their future needs and interests: who are they and how are our competitors trying to satisfy them?

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

6. Opinions, attitudes and perceptions of industry and customers regarding the “value” of our

products, services, etc. brand

7. Identify and assess new industry / market players including: suppliers, major distributors, customers and / or competitors who are considering entering our business.

8. Developers of new technologies / products: what are their plans and strategies to compete with our industry?

9. Need for significant improvement in market share and growth data, including our competitors.

10. Management and operations need better information about regulatory and environmental activities for planning and decision making.

11. The financial / financial community: what are their views and perceptions of our

business and industry?

12. What is the interest and purpose of various suppliers and industry watchers in

collect information about our company?

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

Indicator Target(s) Meaning
Education
– Field of study
– University
Professional history
– employment
Challenges
– behaviour
– decisions
Personality
– traits
Environment
– family
Other aspects…

CI Culture

Competitive Intelligence as a business function

Challenges

Business case

Summary

CI Skillsets

Profiling Exercise

Table D and E example

19

Questions?

Text or email me

[email protected]

Look for Q&A in Brightspace

Jocelyn Turgeon

ADM3316 Fall 2021

Reporting your findings

Week 9

Jocelyn Turgeon

ADM3316 Fall 2021

Welcome back!

Starting to push it for CI certificate

Team project consultations

Individual project topics

Questions

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

Questions to be answered

In groups identify the information you would need to gather to determine:

a) Whether TVI is planning to enter HSI’s market?

b) If yes, when TVI would be entering the market? (Short, medium or longer term)

c) If yes, do you perceive this as a significant threat to HSI?

d) Recommendations to Sara on how to deal with it.

Let’s look into it and see what your teams found out.

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

4

Some important findings

HSI has reason to be concerned

Not enough information to conclude with confidence

Things to keep an eye on – HSI’s Competitive Intelligence

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

5

With additional information

To what extent have the resource gaps been filled?

Do a content assessment comparing both press releases (Feb 7 and Feb 23).

Note all the differences you see between the two releases, when you identify a difference determine whether it signals something important for HSI and what you think it means and finally how you would validate it.

As an example of this, the Feb 7 release is signed by Don Segal and the Feb 23 is signed by Peter Hatch. A CI person would ask why was one signed by one executive and one by another?

Is this normal for this company?

If not normal what could it represent and how would I validate this.

Let’s look into it and see what your teams found out.

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

6

Organizational structure reflects various company characteristics

Authority – how it is exerted

Cohesion – potential silos

Leadership – and responsibilities

Management by Project – Cross authorities

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

7

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

Pyramidal – formal, functional, matrixed…

8

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

Network – distributed, perhaps informal

9

The organizational context is important

Factors that influence CI

Organizational structure

Intentions towards CI

Resources made available for CI

Value attributed to CI

Example

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

10

Strategic management is not a box

of tricks or a bundle of techniques.

It is analytical thinking and commitment

of resources to action.

But quantification alone is not planning.

Some of the most important issues in

strategic management cannot be

quantified at all.

Peter Drucker

Truly successful decision-making relies

on a balance between

deliberate and instinctive thinking.

Malcolm Gladwell

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

13

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

14

Know your interlocutor and their expectations

Remember what your mandate was?

Deliverable format

Delivery method

Message (info, recommendation, context…)

Audience

What is their style?

What is their profile?

Always remember that time is precious.

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

15

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

Common CI output

Competitor profiles

Competitive landscape report

Executive slide deck

Battlecards

Sales slide deck

Product sheet

E.g. Telfer CI presentation

Develop various information tools to match the target stakeholders

Newsletters

Lunch and learn presentations

Particularized presentations

Pod casts

Ideally you also match the learning styles of your targets

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

17

Most common according to the latest SCIP census

Competitor Profiles

Competitive Environment Report

Presentation for the Executive

“Battlecards

Presentation for the marketing department

Information on specific products

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

https://venngage.com/blog/data-visualization
/

Data visualisation can assist you

convey your message

Some examples

https://
www.sec.gov/Archives/edgar/data/1318605/000119312510281997/dex991.htm

https://velocitypartners.com/blog/infographics-14-ways-to-present-information-visually
/

19

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

Speak like a leader

20

Be persuasive

Get their attention

Get their interest

Reduce objections

Stimulate action

Answer the question

You did your initial work well…

e.g. HSI case

Use positive language, extrapolate from your observations

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

1. Getting attention

Offer something valuable, promise a result to the reader, ask a challenging question, describe the product’s features, present a testimonial, make a compelling statement or show an action to the reader. Other methods of getting attention are a solution to the problem, an anecdote, a sentence using the recipient’s name, and a relevant current event.

2. Generate interest

Describe the product in terms of what it brings to the reader: saving or earning money, reducing effort, improving health, giving pleasure, raising status. Combine facts with feelings and needs.

3. Reduce objections

Counter hesitations with testimonials, money back guarantees, attractive insurance, free trials or samples. Build credibility through performance test results, surveys or awards. If the price is not a sales incentive, describe it in fractions (only 99 cents per issue), present it as a savings or show how it compares favorably to the competition.

4. Motivate action

Conclude by repeating the central point of sale and clear instructions for a simple action to be taken. Ask the reader to take immediate action by offering a gift, incentive, limited offer, deadline or satisfaction guarantee. Write the strongest incentive in postscript

21

Support strategic decision-making

Reducing uncertainty

Detecting weak signals

Legitimizing decisions made or about to be made

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

22

Decisions are affected by

Information

Experience and intuition

Social context

Time scale – short, medium or long term

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

23

Reporting your findings

Case Study

HSI Part 1

HSI Part 2

Organisational structure and decision making

Dissemination

Target

Briefing

Delivery

Added value

24

Questions?

Text or email me

[email protected]

Look for Q&A in Brightspace

Jocelyn Turgeon

ADM3316 Fall 2021

Information Analysis

Week 7

Jocelyn Turgeon

ADM3316 Fall 2021

Welcome back!

Still not too late for CI certificate

Team project consultations

Individual project topics

Questions

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

Process

HSI Exercise

Data Storage

Counter-information

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

So far we have seen

KITs, KIQs, Indicators

Options

Support to strategic decision-making

Plan and execute your search

The environment

The people

Data collection

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Référence: Rowley, Jennifer (2007). “The wisdom hierarchy: representations of the DIKW hierarchy”. Journal of Information and Communication Science. 33 (2): 163–180

For the Web and for the info on people

6

Analysis is achieved through

Deduction – by reasoning and inference from the general to the particular

Induction – by inference of a general conclusion from the particular

Abduction – inference of a probable conclusion from what is known

Which one do we use the most in CI?

Survey says…

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Various possibilities

We remember the example of Alibaba

Machine learning logarithm

Automatic generation of recommendations

Decision support

If your data harvest has been set up to integrate automated processing, a large part of the work is done for you

But for CI and to support strategic decisions, your role it will remain at the aggregation stage of this information to support the company’s decision (for now….)

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Big Data

The possibilities are enormous

Our digital signature is huge

Phone, GPS, appointments, banks, restaurants…

But complexity requires decision support in the form of

Machine learning

Simulation using “virtual agents”.

Creation and validation of “models

BI processes are mostly internal

We have mentioned the importance of using them

Value of internal information

Additional information

Integration of internal processes

e.g. SAP, Peoplesoft

This data, information, intelligence can play an important role in the analysis process and feed answers to KIQs or support intuition.

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Trends based on complexity and fractals analysis

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Recommendation

Competitive advantage

KIT

KIQ

KIQ

KIQ

KII

KII

KII

KII

Knowledge Wisdom

This is an iterative process

Analysis may be the most difficult step

To increase the value of our information chain

Signals – Data – Information – Knowledge

We need to identify or deduce trends, links to meet our initial objective.

We often have to fill empty spaces

In short, we must take signals and data that do not always appear to be related and infer the knowledge or information from them that allows us to recommend action.

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

The experienced analyst

Linking data and signals

Don’t just think linearly (fox…)

Creative and innovative

Open minded

Humble

Extrapolates and expresses their reasoning

Good analysts are difficult to train, e.g. CIA

But they are often right… e.g. IBM and microcomputers

Ref: Competitive Intelligence L. Kahaner

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Ten commandments of superforecasters

Triage – biggest bang for your effort

Break up the problem

Balance inside and outside views

Balance between under and over reaction to evidence

Look for clashing causal forces

Strive to distinguism as many degrees of doubts as the problem permits

Superforecasting : The Art and Science of Prediction. P.E. Tetlock, D. Gardner. 2015

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Ten commandments of superforecasters

(continued)

7. Balance confidence and prudence

8. Look for errors in your judgment

9. Bring out the best in others and allow them to do so

10. Balance errors

11. Don’t treat commandments as commandments…

Superforecasting : The Art and Science of Prediction. P.E. Tetlock, D. Gardner. 2015

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Ref Twitter @CIA

What time is it based on the picture below?

And I would add

Be aware of yourself

Keep an open mind to better see and discover the links between signals and data; be a fox.

Keep your thinking biases in mind; allow your inner turtle to do its job.

Be receptive to weak signals and their role as indicators.

Surround yourself with people who see reality differently.

Use internal or external experts

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Consider the context

SWOT or PESTEL are excellent analysis framework

Consider the following perspectives in a business analysis

Directions announced (speeches, publications, mission…)

Expert forecasts of the sector

Past actions as indicators of preferential modes

Changes in the competitive environment

Do not forget to contextualize these perspectives for the company in question according to its strengths and weaknesses.

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Talking about biases…

Coca Cola Mission

Coca Cola’s mission statement is to refresh the world in mind, body, and spirit, to inspire moments of optimism and happiness through our brands and actions, and to create value and make a difference.

Bombardier

Our mission is to be the world’s leading manufacturer of planes and trains. We are committed to providing superior value and service to our customers and sustained profitability to our shareholders by investing in our people and products.

What can we infer from these?

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Decision makers – an essential perspective

A predictive approach

Their past behaviour

Faced with success

Facing failure

Their main personality traits

Their environment at the moment

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

27

Profiling individuals

Ref: Marta S. Weber Profiling for Leadership Analysis

The individual

Historical biography related to KITs

A personality assessment

The individual in his or her organizational environment

The organizational environment

Culture, mission, raison d’être

Also based on KITs

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Considerations

Philosophy – management, life, relationships, …

Strategy – preferences, comfort zone, …

Gregarious or not? – team approach, …

Risk – gambling, careful, …

Innovative – conventional, avant-garde, …

Competitive – default approach, sporty, …

Decision making – approach, listening or not, …

Motivations – goals, stated or unstated objectives, …

Environment – dynamics in place, role, …

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Profiling fundamentals

The best predictor of the future is the past.

Similarity of the situation

Repetition of successes, avoidance of failures

Pavlov and Maslow

Tendency to avoid change

Habits and ways of doing things

Most of the time people do what they say they will do.

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Some additional tools

Myers Briggs Type Indicator

energy – Introversion vs. extroversion

Information processing – Sensor vs. intuition

Decision – Analytical vs. Sentiment

Self-management – Judgment vs. perception

DiSC

Dominance, influence, steadiness and conscientiousness

TMI – Team Management Index

And many more…

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Some Analysis Techniques

Some of these techniques are dependent on and can enhance other analytical elements.

Wargaming

Delphi

Storyboarding

And obviously

Machine learning and AI

Now let’s give all this a try!

Home Security Inc.

Break out in teams and answer the questions for HSI Part 1

Teams will be picked randomly to provide their answers

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Considerations

Data volume

Security

Business Intelligence

Support an iterative process?

Data vs Knowledge

Information Analysis

Foreword

Approach

Data analysis

Analytics and technology

Representations

Process

HSI Exercise

Data Storage

Counter-information

Competitive Intelligence

Disinformation

Positioning

“Seeding”

Test balloons

Omissions…

Questions?

Text or email me

[email protected]

Look for Q&A in Brightspace

Jocelyn Turgeon

ADM3316 Fall 2020