2013 the Year Companies Speed

7/30/2019 2013 the Year Companies Speed

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>Technology to Compete.

Building an infrastructure that iscapable of quickly collecting anddistributing intelligence acrossthe enterprise.

www.clearci.com


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TABLE OF CONTENTS

SHOWING DATA WHO IS BOSS 2

4

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WHAT IS SPEED TO INTELLIGENCE? 1---------------------------------

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DEMANDING COMPLETE & HOLISTIC

INSIGHTS TO LEAD

7

8

10--------------------------------------------------

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FOLLOWING MARKETS & COMPETITORS TO

WIN MORE CUSTOMERS

6-----------------------------

LEADING A TEAM CAPABLE OF TURNING

DIGITAL DATA INTO REVENUE DRIVERS

5-----------------------------

MAKING ACCURATE ASSUMPTIONS ABOUT

THE FUTURE WITH TECHNOLOGY

CREATING AN INTELLIGENCE DISTRIBUTION

PLATFORM

EMBRACING NEW TECHNOLOGIES TO

MINIMIZE UNCERTAINTY

12--------------------------------------------------ABOUT clearCi

CEO CONCERNS:

CMO CONCERNS:

CIO CONCERNS:

CFO CONCERNS:

INTRODUCTION


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Intelligence occurs when relevant information is

collected, analyzed and used to take appropriate

action, such as in competitive, market or

business intelligence.

Speed to intelligence - how quickly information

is captured and utilized- includes the time it

takes to distribute intelligence to

knowledge workers.

Recent studies regarding Big Data and

knowledge management suggest that in 2013

social media, a growing number of device &

channel choices, and a global economy with a

chronic case of Internet dependency will

oversaturate the business environment with

streams of unstructured data: some insightful,

others inaccurate, and most, flat-out irrelevant.

Being able to efficiently access, evaluate, sort,

and distribute relevant data across the

enterprise will become dramatically difficult to

do without technology.

WHAT IS SPEED TO

INTELLIGENCE?


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As more economies around the world become Internet

dependent via multiple communication channels, the focus for

organizations in 2013 will be around utilizing data to compete,

specifically by building an infrastructure that improves speed to

intelligence and distribution of intelligence across the

organizational footprint.

Competing targets shift more quickly and early warnings can

easily turn into direct threats when critical data changes rapidly.

Consequently, connecting the dots will become increasinglydifficult when competitors begin to use technologies to unlock

insightful data about customers, industries, markets, and

products before others do. Its a race that will separate

disruptive leaders from the pack.

The need for speed has always existed though. Marketing

automation, workflow improvement, lean manufacturing, and

business reengineering have become popular terms since

Americas latest recession as they have lowered overhead,

improved quality, and provided transformative insight duringperiods of uncertainty.

SHOWING DATAWHO IS BOSS

INTRODUCTION

97% of executives say their organizations

must change to optimize informationover the next two years.1

To learn more about digital data overload andits impact on today's business environment,

visitwww.IdeastoCompete.com

2


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CEO, Chemicals and Petroleum Industry,United States

The time available to capture,

interpret and act on informationis getting shorter and shorter.

DEMANDINGCOMPLETE &HOLISTIC INSIGHTS

TO LEAD

4CEO

CEOs need holistic, more complete insights that

departments struggle to convert into accurate and

actionable C-level recommendations.

Competition has always been a concern for CEOs, but

for many of them, effective leadership will require

knowing more than the competition to capture new

business opportunities, minimize risk, enter new

markets, and build strategic relationships that add

value for the long haul.3

Although these activitiesrequire the help of department leaders, they are often

times so entrenched in their operations that critical

information is frequently overlooked, creating

disadvantages and challenges that could have been

avoided altogether.

With the Internet shifting business landscapes and

growth spilling into global markets, it will be more

challenging to understand what exactly impacts

organizational changes at various levels. Movingforward, the only way to make sense of the external

environment will be through appropriate use of

technology. To compete, CEOs must continue to

embrace technology (and its many forms) to obtain a

sixth sense of understanding humans naturally lack.

_____3

The CEO Institute: The Top Issues Keeping CEOs Awake at Night in 2012

with Future Projections http://www.ceo.com.au/in_the_news0+

M524c95a9e9a.html

What are CEOs looking for?

Getting accurate and meaningful reports that areholistic and complete

Obtaining insight before others do

Recording the voice of the customer as they speak

through online channels

Using intelligence to align strategic leaders with the

realities of the external environment including, but not

limited to, changing regulations, emerging markets,

competitor rumors, disruptive actions, and

direct threats


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5CEO

TIME

OBSERVER

TIME

OBSERVER

In this illustration, the concept of time is shown using spiralcones. The observer (knowledge worker) is at the center of the

two cones with visibility to both sides ofthe cones. In order for the observer to see through the cones,

data must be collected and interpreted properly. The spiralcones indicate that data is uid and dynamic enough to createrelative perspectives. Located in the present is a circular space,

which may or may not allow room for multitasking in thepresent, depending on available resources.

In this illustration, the concept of time is shown with a box

blocking the observer's vision outside of the future cone. Thisrepresents companies that are "boxed in" by corporate cultures

that are not forward thinking, lack resources, or use outdatedtechnologies or tools. Technology is the sixth sense companies

must rely on to understand their environment, see past thefuture cone and make accurate market predictions.

MAKING ACCURATEASSUMPTIONS ABOUT

THE FUTURE WITH TECHNOLOGY


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LEADING A TEAMCAPABLE OF

TURNING DIGITALDATA INTOREVENUE DRIVERS

6CMO

To exceed expectations, CMOs must be able to consume

digital data in a way that can increase value in a timely

and competitive manner. But with the marketing

function being pulled into different directions, many

marketers feel underprepared to unlock the power of

intelligence that comes from digital data.

Todays CMO is fascinated with social media and the

increased dependency customers have towards the

Internet. This kind of dependency triggered amarketers love for analytics using marketing

automation tools. The insight gained from these tools

prove time and time again that customers rely on the

Internet to conduct research, compare products, make

purchases, and share brand experiences.

According to a recent IBM CMO Study, what is most

overwhelming to them is their inability to contain

todays digital data explosion, specifically their ability to

obtain a clear understanding of how to manage socialmedia perception, communicate differentiation, and

create targeted messaging with the growth of device and

channel choices.4

As data continues to multiply and morph online,

marketing teams remain occupied with managing

campaigns and tactical priorities that generate sales

today. But with so many tasks piling up, its not

surprising competitor and market shifts are identified

too late in the game. Benchmarking rituals and aquarterly competitive analysis will no longer provide

CMOs with timely insight due to the rapid shifts

commonplace in todays business environment.

For CMOs to lead, they must proactively and

consistently follow competitor messaging, online

campaigns, product positioning and pricing strategies,

as well as their social media interactions in a way that

does not increase overhead costs.

Being able to collect the right information, making

sure the right people have access to it, can analyzeit and make recommendations based on insights

this is where marketing needs to lead,invest, engage.

Denis Cochet,Senior Vice President,

Sales & Marketing, Alstom Power

_____4Insights from the Global Chief Marketing Officer; From Stretched

to Strengthened; IBM Institute for Business Value 2011


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7CMO

The Internet economy hosts many activities driving innovationin the marketing organization. These activities now inuence

how online marketing strategies are executed and measuredover time. And with multiple markets having dierent

characteristics, messages and oers, it will become increasinglychallenging to paint a clear picture of how the organizationcompares to the competition in the Internet economy

without technology.

FOLLOWING MARKETS& COMPETITORS TOWIN MORE CUSTOMERS


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CREATING ANINTELLIGENCEDISTRIBUTIONPLATFORM

8CIO

Many executive studies suggest CIOs will continue to

struggle with many of the same challenges or concerns

in previous years, but with a new layer of external

digital data dependency in 2013.

To compete, CIOs will have to proactively implement a

holistic intelligence distribution platform designed to

help department leaders pin-point what external forces

are driving business change. CIOs will be required to go

beyond collecting traditional data and focus ongarnering dynamic information about global markets,

emerging economies and industries, and social media,

to name a few.5

To be effective though, CIOs will have

to develop an external data management strategy that is

interlaced with flexible technology to cope with how fast

valuable information is being generated online from

multiple sources, languages, and from more than one

country around the clock.

Leveraging the power of cloud computing will kick startinnovation at the lowest possible costs with the lowest

risk to the organization. Many cloud computing

solutions make it easy and afforable to share external

data from within using proven metrics and a track

record of success. In 2013, CIOs will need to embrace

these new tools designed to help knowledge workers

decipher information about their environment and

improve departmental performance.

What are CIOs looking for?

Aordable cloud computing technologies that meet the

evolving needs of dierent users

Flexible open source technology that can mold to the

overall business needs

Technology requiring minimal support and training

Technology that can provide a measurable return on

investment over time

COMPLETEINTELLIGENCE

MARKETS

PRODUCTS

CUSTOMERS

COMPETITORS

VENDORS

INDUSTRIES

The strategic CIO will use the next several

months to collaborate with the CEOin upgrading that tech-centric [cloud computing]

plan into a broader vision for a sweeping business

transformation of the entire enterprise.

Bob Evans

Senior VP,Global CIO6


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9CIO

When knowledge workers are interconnected to digital

data, the speed of intelligence increases. Yet, many

organizations will admit they are not completely setup to

connect their employees with Internet data streams,

creating a deficiency IT executives find overwhelming to

address using their existing technology infrastructure.

Competitive or market intelligence technology on the

cloud collects, organizes, and reports how digital data

has changed over time, giving decision makers the abilityto quickly decode insights and pump their findings

across the entire enterprise.

Effective data collection technologies must also mold to

the company's strategic needs over time. For example,

prior to entering new markets or launching a new

business venture, data mining technology should shift

gears quickly enough to generate the insight needed

before finalizing strategic decisions.

SPEED TO INTELLIGENGE

DEPARTMENTA

LALIGNMENT

Data Reporting

+ Distribution

Data Trending

Data Collection & Automatic Organization

Data Tracking

_____5

Insights from the Global Chief Information Officer Study Executive

Summary; The Essential CIO; IBM Institute for Business Value 2011

6Information Week; Global CIO: The Top 10 CIO Issues For 2010

http://www.informationweek.com/global-cio/security/global-cio-

the-top-10-cio-issues-for-201/222002799


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10CFO

EMBRACING NEWTECHNOLOGIESTO MINIMIZEUNCERTAINTY

CFOs are concerned about making better market

predictions, reacting faster to financial data, and

optimizing operations in a way that accounts for

external forces and sustains growth over time.

Many will tap into technology solutions designed to

enhance the companys business model and generate

the greatest return at reasonable payback periods.

Efficiency through technology is an area many CFOs

relied on to adapt to the financial struggles of 2007/2008, positioning their organizations for survival. But

now, with technology driving lean, mean operations,

CFOs are expected to work much closer with

department leaders to explore technologies that

promote healthy decision making on multiple levels

(e.g., department, project, product, investment, and

business improvement programs)7.

Fueling insightful information across the enterprise at

multiple levels is easier said then done, and CFOs arebeing mindful of the costs associated with leading these

changes as well as the costs linked with doing nothing.

Many of them understand that innovation nowadays

can evolve from structured data and leading CFOs will

search for new ways departments can understand it

quickly enough to turn cost centers into revenue

drivers. The competition is exploring similar types of

financial shifts, and competitive intelligence teams have

a duty to use this kind of insight to support their

financial recommendations to their leaders and boardof directors.

To drive growth in 2013, 200 global CFOs and seniorexecutives reported their companies plan to spend more in

three key areas8:

Expansion intoNew Markets

+52%

+59%

+61%

New Product &Service Development

New Technology

2013IncreasedInvestment


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11CFO

When organizations are not equipped to collect and

process data in time, there is a deficiency most

companies consider overwhelming to address. By

investing in technology designed to collect, organize,

store and report how digital data has changed over time,

CFOs can become better positioned to use actionable and

complete data to make better investment decisions

across all levels of the organization.

The most attractive payback period will come from cloudcomputing technologies designed to increase the

company's speed to intelligence by considering the

unique needs of tactical and beneficiary users of data.

The ability to easily exchange information between both

parties in a timely fashion will drastically improve

decision making, enhance business performance, and

promote innovation in 2013.

_____7The New Value Integrator: Insights from the Global Chief Financial Officer;

IBM Institute for Business Value 2011.8American Express Survey- 2013 CFO

Outlook: Investing in Growth, Looking to ExpandAmerican Express Survey-

2013 CFO Outlook: Investing in Growth, Looking to Expand

Depends on various unstructured data sources

Spends time researching, analyzing and

forming conclusions

Depends on structured reports & analytics

Uses information to plan, lead operations,

and make strategic decisions

Technology focus: function-specic requirements

Eectiveness gain

Example:

VP of Marketing determining a market position

or a sales associate making a counter oer to

close a large bid.

Technology focus: role-specic requirements

E iciency gains

Example:

Market analyst gathering and reporting information

about industries, products, consumers, etc.

TACTICAL BENEFICIARIES

DEPARTMENTAL ALIGNMENT

THE KNOWLEDGE WORKER UNDERSTOOD


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clearCi's patent-pending technology received the following four technology awards atthe UpStart Cloud Computing competition in San Francisco, CA:

> Best BI/Analytics Solution

> Best Industry Application

> Best Cloud Service Provider

> Best Big Data Solution

The UP-START Cloud Awards -- part of the UP 2012 Cloud Computing Conference --

produced by Cloudcor, is an industry leading recognition event which showcases theleading technology innovators in cloud computing, providing a forum for business

and technology leaders to learn more about how cloud computing can enable growthand innovation for companies across all industries.

Headquartered in Fort Lauderdale, FL, clearCi helpscompanies collect, analyze, manage and share intelligenceacross the enterprise so they can eectively compete in

today's digital era. clearCi operates in four countries and

supports executives from companies in over 10 countriesaround the world.

Launched in 2011, the patent-pending SaaS applicationworks as an automated Competitive Intelligence (CI)informant to collect insightful data about competitors

online and distribute it to decision makers across theenterprise.

www.clearCi.com

Call + 1 (888) 741-9010 for a quick demo.

>Technology to Compete.

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2013 the Year Companies Speed

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