Le quatrième Gala de l’Intelligence Economique, organisé par l’Association des Anciens Élèves de l’Ecole de Guerre Économique (AEGE), le premier réseau d’intelligence économique en France, sera l’occasion comme lors des précédentes éditions, de rencontrer l’ensemble des professionnels de l’Intelligence Economique.

Cet événement, qui réunit les décideurs politiques, les dirigeants de grands groupes industriels, les directeurs de cabinets de conseils, les responsables de services d’intelligence économique et les anciens de l’EGE, aura lieu le 30 juin, à la Rotonde - Ecole Militaire.

L’AEGE, qui compte 600 anciens et fête ses onze ans d’existence, a convié l’ensemble des grands acteurs de l’intelligence économique dans cet endroit prestigieux pour fédérer et animer une communauté en plein développement.

A propos de l’AEGE : Créée en 1997, l’Association des anciens participe au développement des réseaux de l’EGE. Très active, elle favorise l’insertion et la progression professionnelle des diplômés, en organisant régulièrement des cours de perfectionnement, des conférences, et en offrant à ses membres la base de données privée la plus importante de France en matière d’intelligence économique. L’AEGE vient également de créer une cellule exclusivement consacrée à l’emploi avec un site dédié, alimenté par un service de veille sur l’ensemble des sources de diffusion d’annonces sur Internet (sites d’emplois, jobboards, blogs, forum) et par le réseau des anciens.

A propos de l’EGE : Dirigée par Christian Harbulot et née dans le prolongement du Rapport Martre. Depuis 2002, elle est pour la cinquième fois consécutive classée première au classement SMBG / l’Etudiant des 3èmes cycles, Masters et MBA en Intelligence Economique. Elle forme 120 diplômés par an, répartis entre les troisièmes cycles de formation initiale et en mode part time. Ecole de référence dans le champ du management stratégique et de l’intelligence économique, elle est la seule structure en Europe à allier l’enseignement, la recherche et le conseil.

Case #1: Facebook Group

A fan of your company’s products has created a group to discuss and share information. On the discussion board, you discover that there is an exchange amongst members regarding a product defect. The discussion threat is lengthy and points out several aspects of the product that must be improved upon in the future.

What should you do?
a) Ignore the fact that such a group/page exist.
b) Acknowledge that such a group exist and monitor the group’s activity. This entails joining the group.
c) Join the group and participating in the discussion to give positive input using another identity.

Case #2: SlideShare Content

While conducting a routine web search using the name of your company as a keyword, you come across a recent PowerPoint presentation that was given at a recent marketing conference. The presentation was posted by the conference organizer on Slideshare to save on printing costs. The presentation contains a detailed case study which includes financial data from 4 years ago, an overview of a creative strategy for an ad for a top selling product and a biography of the presenter.

What should you do?
a) Do not be concerned about the availability of the presentation because the financial data is out of date, the details regarding the creative strategy is rather vague and the biography is easily accessible elsewhere on the web.
b) Speak to your colleague who gave the presentation and urge he or she to modify the file, resubmit the new version to the organizer and have it placed back on SlideShare.
c) Insist that the presentation be removed immediately from SlideShare.

Case #3: Twitter Tweets

Among your colleagues, you have someone who is very active on social networks. An hour does not go by without “Michel” updating his status. One day, you decide to check Michel’s Twitter page and see that some of his Tweets alludes to what he is doing at work. The tweets refer to his frustration with searching the U.S. Patents database regarding a ball meant for street hockey and reading patent #7,520,830. Knowing that your company is presently working on the creation of a new design for a street hockey ball, you are surprised that these tweets have been posted.

What should you do?
a) Assume that these tweets will never be found by competitors and there is no need to panic.
b) Ask Michel to delete the tweets in question.
c) Explain the important of not blogging or tweeting on topics regarding work-related activities

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Pour découvrir les solutions, rendez-vous ici !

Mark: Sure; I have been at Adobe just under eight years, and I have held a number of different roles in product management, business operations, and now in competitive intelligence through the corporate development organization for about two years.

Our competitive intelligence practice has two main charters. The first of those is primarily to keep our management team aware of competitive developments across all of Adobe’s business thrusts and interests, as well as providing them with thoughtful implications and recommendations about how to react to those events as they occur.

In this context, events can be anything from earnings or product releases to acquisitions or major management shifts–pretty much any activity that impacts our interests. Most of that is backward looking, as you might expect. Something happens, and we provide thoughtful insight about it.

The other part of our charter is to provide forward-looking information about competitive events that haven’t occurred yet, in terms of predicting what those might be and the probability that they will occur. We work with the various senior leaders across the company to try to understand how the potential for those events might impact their planning about where they are taking their businesses.

That interaction can be very structured and take the form of scenario planning or gaming. At other times, it will be very unstructured, but in either case, the ultimate goal is to come up with playbooks of tactics that we can put in place ahead of these events occurring so that we can just pull triggers in order to effectively blunt or reflect the impact of those events.

Sean: So to take an easy example, you may see software as a service coming up and decide to offer Photoshop as a service, to get ahead of the curve.

Mark: Right, although I would say it’s probably less broad than that. More specifically, Competitor X has the potential to release an Application Y, and what would that look like? Or the potential to acquire Company B. What would the landscape look like if that were to occur and how should we react?

Sean: People are pretty interested in getting a handle on where CI departments fit into an organization. In some companies, it seems like every product marketing manager has a sub bullet for competitive planning in their job title.

In others, there’s sort of a shadow organization that does competitive analysis, but they have a hard time getting the job done because they don’t really have the authority they need. In still others, there’s a market research organization that answers questions from the rest of the company.

Of course, those are just examples, and there are any number of other possibilities, but how does Adobe lay it out, broadly speaking?....

Une interview à lire dans sa totalité sur le blog de la SCIP

J'ai moi-même longtemps utilisé les listes de diffusion pour promouvoir les contenus de ce blog. Mais jusqu'alors, il ne me semble pas qu'il existe de réseau social totalement dédié à cette pratique, permettant d'engager une conversation de qualité. Juste quelques groupes épars sur Facebook, LinkedIn et autres réseaux sociaux de grande ampleur. Un vide comblé avec le réseau social Ning, qui propose un réseau de niche sobrement appelé "Competitive Intelligence" et d'une section française "Intelligence en France". Composée de 16 membres, elle ne demande qu'à s'étendre et à vous voir contribuer. Une démarche définitivement intéressante, basée sur une solution comportant d'ores et déjà plusieurs réseaux professionnels d'importance sur la Toile...