The Optimisation of Commercial Intelligence through the employment of multiple philosophical dispositions.

What causes conspiracy theorists to question consensus reality and to hypothesise that the world is just one big revolving door, with the majority of the human race being caught inside?

Whatever it is, we believe that conspiracist psychology has a real part to play in developing alternative competitive intelligence perspectives for industry.

Paranoiac disposition can play a significant role in the acquisition, interpretation, processing and assessment of effective intelligence.

The CIA and MI6 have had a policy for years which ensures intelligence is derived from assets comprising multiple philosophical dispositions. Many of these dispositions are hostile to the US and UK, but their perspectives are a welcome input to the numerous intelligence thinktanks, operating around the world.

It goes without saying that in order for global brands to fully secure their investments that they must embrace the opportunity to develop resource acquisition policies that lead to the introduction of multiple philosophical dispositions into the process.

Never has this been more important, given the rise of China and India as economic powerhouses.

Choose your analysts carefully. If you hire analysts with the same background as you - don't be surprised when they don't churn out anything new!

Looking to hire multiple philosophical dispositions? 

Competitive Intelligence and the spectre of executive negligence

Brand Killer Robots reveal:
What happens to competitive intelligence people when the system they operate within is profoundly flawed?
What happens to their motivation when the competitive intelligence analyst realises that the whole game is so rotten that the data becomes totally valueless? How do competitive intelligence analysts remain of sound mind when the majority of their thoughts are almost totally derived of corrupted data? What happens to their confidence, to their behaviour and to relationships both inside and outside this context?

Therein lies the spectre of non-accountability. In a commercial enterprise where power vaccums exist, accountability for information trust is at an all time low.

Under such circumstances analysts find themselves, mining, slicing and dicing data which is of impure property. No amount of massaging can make the data right - because it has been polluted at source by defects in the leadership and the mismanagement of power.

Take a peek inside the majority of commercial enterprise.

Lack of Accountability leads to flawed data, leading to flawed analysis and the misrepresentation of the truth - and ultimately to executive negligence.

Competitive Intelligence Agency (cia) vs. Central Intelligence Agency (The CIA)?

Brand Killer Robots reveal::

So what is the difference between commerical intelligence people and their counterparts working for the CIA?

Is it that the CIA have more knowhow, more tradecraft, different targets etc?

Is it that CIA analysts work on behalf of the citizens of the country, as directed by the government of the day - and not for shareholders?

Is it that the CIA have more money, more resources, a higher mission in life, even? What distinguishes CIA operatives from their counterparts in the commercial world?

Well, all the above are correct distinguishing points, but there is one differentiator that brings the most significant distinguising point of all - RAGE.

Rage is what really distinguishes the CIA from their lowly counterparts in the commercial arena.

When you've seen the ugly face of injustice, of inhumanity of immorality.....

Somehow you find an edge that no others have.

Somehow you find that little something extra.

More focus, more drive, more love for your fellow man.

More rage!!!!

If you operate an upstanding and ethical brand - the best way to motivate commercial intelligence analysts is to ensure they know that the enemy is a frightening, corrupt and subversive monster - and that their real job is to kill them dead - before they themselves are eaten alive.

That's the difference between competitive intelligence agency and the CIA?

CIA operatives can be eaten alive if they fail. Commercial analysts rarely are.

CI / SI Analysts:: Not Multi-faceted enough?

Brand Killer Robots reveal::

There were two intelligence analysts, one was called a competitive intelligence analyst and the other a systems intelligence analyst. The competitive intelligence analyst had had a formal university level education, whilst the systems intelligence analyst had left school at 17, starting as a prototype wireman in electronics, before undertaking a career in network management and strategic software design.

Both were very different in their approach. The competitive intelligence analyst would follow formal methods and strictly comply with the ethical codes set by the SCIP. Whilst the systems intelligence analyst approached each task in a much less formal way and did not constrain himself to the same CI process. In fact he made CI up as he went along.

When CI Analyst (1) was on a "how to set-up a CI wargame" training course, CI Analyst (2) was attending a "how to hack a cisco router" training course. Neither Analyst could understand why the other was following the particular path they were taking.

Whilst both analysts took a very different approach, they complimented each other very well for a number of reasons. Firstly they both thought the management team of the day were stupid. Secondly, they both believed in ensuring that the brand they were supporting was as optimal relative to the competition as possible. And thirdly they both believed that for CI professionals to surive they must be delivering constant value and just as importantly, "be seen to be delivering constant value".

From a management perspective this situation worked very well. They had a much broader spectrum of skills, talents and approaches to draw upon for obtaining competitive information - upon which they could make better, more informed decisions.

Problem was that the CI process relied on two perspectives, rather than one. Both perspectives had to be reconciled and described in a manner that presented a confident, honest and clear picture to the management team.

When one analyst went on holiday the CI process was less informed and worst still, compromised by the fact the perspective had now temporarily altered.

One way to resolve this is to hire and train CI analysts to cover both commercial intelligence and technical systems perspectives.

Technical Overview of the Matrix

Human Killer Robots reveal::
1. Grid
Human-techno integrated global computing system. Large part of the Grid is comprised of the Internet.

2. Matrix
This is the collective human consciousness (the psyche) caught in the perceived gap between the human mind and the technology. The purpose of the Matrix is to ensure human beings become more dependent and more integrated with the technology. Thus ensuring they are more susceptible to manipulation.

3. Cognitive Hack
These are points in the matrix where human beings are psychologically most susceptible to suggestibility and other forms of vulnerability.

4. Cognitive Hacker
Some call them the Illuminati, others free masons, black hats, politicians, gatekeepers, executives. They are creators of cognitive hacks.

5. Pathological Analysis
This is the activity of identifying patterns as layed down in the Matrix by cognitive hackers.

6. Competitive Intelligence
This is the professional business term for those who fight cognitive wars in the name of commercial stakeholders. CI professionals use all the above concepts to protect shareholders.

7. Brand Killer Robots
These are pervasive themes that expose pieces of the whole matrix illusion.

8. Matrix Hackers
Hackers and Producers of theme robots for getting the truth out about the Matrix.
Matrix Hackers use Salvador Dali's Surrealist technique paranoiac-critical method to expose pathological threats to the world organization.

Paranoiac-critical method is the ability of the brain to perceive links between things which rationally are not linked. Dalí described the paranoiac-critical method as a "spontaneous method of irrational knowledge based on the critical and systematic objectivity of the associations and interpretations of delirious phenomena."

Dali said "I believe that the moment is at hand when by a paranoiac and active advances of the mind it is possible (simultaneously with automatism and other passive states) to systematize confusion and thus help to discredit completely the world of reality.

It's Art Jim, but not as you know it!

Brand Killer Robots reveal::

We are Robot Deviant. We see things differently?

We see things that are said to be Art, as not-Art.

We see things that are said to be not-Art, to be Art.

Look closely at the image attached.

As you see beyond the graphics and frames, do you see something much deeper, much darker?

Do you see to the pain and loss? The misery caused?

Do you see the broken relationships, offset against lifes cruel illusions?

Is this the result of the global credit crunch? Or is the result of greed and stupidity?

Well look closer!

You won't find any answers in the aesthetics alone though.

You need to look beyond, to interpret this chart as a work of Art!

FUD Busters: The games Executive Hiring Agents like to play?

Brand Killer Robots reveal::

Hi Boss, Ed the hiring agent just called.... he told me something very interesting....

Apparently...

There is something new brewing in the markets
Its going to seriously shakeup the current way we do business

Its going to put a lot of people out of business

But the flip side is, the wealth is going to shift

Its going to shift over to a whole new array of talent

This talent isn't currently recognised

These guys exist, but they are not seen as holding any of the cards

But suddenly, overnight, these guys are going to make it big!

So lets get this right,

The guys with the money now, aren't going to be making any money in the future?

In fact the guys with the money now, are likely to lose their shirts?

Which means that many of the brands around now are going to go out of business?

Or at best, be taken over and supercharged by the new incoming talented executive team?

Who are people with serious smarts and are going to increase their wealth many fold?

Problem with this all is

Who are these guys?

Where are they?

What are they?

When are they going to arrive?

How are they?

If i could find one, i'd look after them very well indeed..........

Problem is... Just who are these guys?

Well wouldn't you know it..... Ed the hiring guy called again and said he was just contacted by a guy - who pretty much fits that profile.

Shall i give him a call Boss and get the guy in for interview?

F.ear + U.ncertainty + D.oubt = You are being suckered!!!

Billions wasted on Business Intelligence Solutions?

Brand Killer Robots reveal::

Much is placed on the need for more accurate, more concise, more timely reporting mechanisms for supporting business decision making. Much is placed on the analyst to define and assimilate the supporting business intelligence technology and the nature and scope of the resulting data output. Much is placed on the need for the executive team to have the very best decision support systems at their finger tips.

Billions are spent on extracting, importing, processing and representing this data.

Billions are spent on ensuring analysts have everything they need to do their jobs effectively.

The world is an analysts paradise, with a wealth of data at their finger tips.

All they need do is reflect the integrity and substance of the matter, without tainting it with bias or incompetence in any way.

As time goes by, we begin to see teams of analysts grow in the centre of the organisation. These analysts become the nerve centre of the organisational intelligence highway. Their distilled reports are fed straight up the spinal cord of the business, right into the executives memory banks.

Billions are spent on building external Business Intelligence sources and feeding them into the correct entry points in the organisation. Which are again fed into the belly of the organisation where the analysts live and then reconsituted and fed up to the brain.

There is no garbage here, there is simply distilled information coming fast in and fast up....

But what of the questions of why and how much?

A recent study of 10 major organisations revealed that none of them had an expert capability for analysising the analysis techniques used and for assessing the effectiveness of the methods applied for modeling and presenting the data to corporate executives. Neither did any one of these organisations conduct return on investment studies for their B.I.

Worst of all was none of the company directors studied understood in detail how metrics and indicators were derived from the data!!!!!

Lastly, it was found that none of the companies had an active programme for brainstorming new metrics and indicators and refining existing ones.

So we ask, Are Billions being wasted on Business Intelligence Solutions?

Did you know that your brand was a living, breathing, 'competitive intelligence' loving organism?

Brand Killer Robots reveal::

Someone once said, "many people actually think that they think.

But very few actually do!".

When your workforce goes to work, how many are actually thinking?. Not thinking in the sense of putting one foot in front of the other, following a procedure or sitting in a meeting arguing the toss. We're not talking about thinking about whats going to be in the next pay cheque or wondering how to work out the next challenge that is going to come your way.

What we're talking about here is thinking that is totally distracted towards developing a super brand.

Thinking that involves, working out ethical ways of screwing the competition, using the collective "Competitive Intelligence", of the entire organisation.

Thinking that engenders a strong sense of pride in the way people work and what they do.

Thinking that encourages behaviour that motivates others around them to act professionally and in the good name of the brand.

We're talking about thought that conveys complete and absolute loyalty to the brand.

A brand that has more often than not been a consequence of the committment of a small handful of people. Some of which have remortgaged their homes in order to finance the venture.

There are two versions of your brand. The underpowered, undermotivated one and the super charged, super-motivated one. The big clincher is how far you are away from engendering the latter.

How far are you away from becoming a living, breathing, 'competitive intelligence' loving organism?

Why counter intelligence can sometimes backfire!

Brand Killer Robots reveal::

How do you really know if you can trust new employees to your company? How do you know that they don't have motives to take your business over working from inside? How do you know that they aren't a mole placed in your business by a competitor? How do you know that they aren't really there just to sabotage you? How do you know? How do you really know?

It is logical to think that in order to test the purity of the motive of a new member of staff, that it is entirely appropriate to set this person a test. But what test do you set them?

We recall some of the tests that we ourselves have been measured against in the past. Everything from being party to revelations about the CEO being a closet homesexual, to a discussion down the pub with (a supposed loyal colleague) who wishes us to consider ways of hacking the company to bogus recruitment agents calling us up and asking questions that seem strangely relevant to the particular circumstances with our current employer.

Suffice to say, all tactics were exposed at the point of delivery and only served to increase the awareness of incompetance of those we were in the employ of.

Had our motives been anything other than a sincere desire to motivate positive change inside the organisation - we would have surely been extremely wealthy by now.

Counter-intelligence should be left to the professionals!

Predictive intelligence means bounding the space of future uncertainties within an estimative framework!

Brand Killer Robots reveal::

In a recent article by Kent's Imperative, we were treated to a brief tour through one of our favourite subjects, that of Predictive Intelligence and the role of the jester within the court of Kings and Queens. Our esteemed military counter-parts over at Kent's Imperatives say more than we could have ever said ourselves about the dispositions and insights that we ourselves have had since we were early teenagers. We give you the very best definition of Predictive Intelligence - care of Kent's Imperative.

Our preferred view on this is that predictive intelligence means bounding the space of future uncertainties within an estimative framework. Good predictive intelligence therefore are estimates (and the tradecraft used to develop such estimates) that accurately, coherently, and pragmatically provide a view of bounded uncertainties that provide actionable insights to decision-makers that correspond closely to the actual course of future events. Good predictive intelligence also addresses the potential shocks - such as Black Swan events - that may emerge in future scenarios, in much the same way that well crafted capabilities intelligence addresses linchpins and milestones.

Whether you work for the military, charitable organisations or commerce, we say that unless you develop a formal framework that qualifies the bounds of the uncertainties into measured spaces, you can never truly say that your risk register is anywhere near complete and this will have an unecessary effect on the collective confidence of the organisation. Furthermore, the injection of jesterlike communications into the stressed, repressed and depressed body of an organisation can serve to remove the veils of ignorance and open the way for conditions where your business is sufficiently sensitive enough to reap the rewards of effective Predictive Intelligence.

Predictive intelligence means bounding the space of future uncertainties within an estimative framework!

Why not try defining a predictive Intelligence framework for your organisation. If you require help, send us an email at intrench@gmail.com

Competitive Intelligence Officers: Are they the best people to lead Information Security?

Brand Killer Robots reveal::

We call on commercial organisations around the world to consider this question!

Just who is the best department to be heading up your business security?

Should it be operations, IT or marketing? Just what type of level of person do you require? Should their background be technical, intelligence based or business management. Are they tactical focused, strategic minded or both? Are they concentrated on inside issues, external considerations or competitor focused? Do they deal with policy making, procedure biased or totally fluid in their approach?

Are they architects, designers, builders, testers or QA men? Are they offense or defense driven or both? Does their remit cover a specific area of the business dynamic or do they see security as a multi-dimensional, multi-faceted enterprise wide responsibility? Are they commercially astute and see business security as a strategic weapon for defeating their enemies (the competition) or do they take an approach that is simply concentrated on maintaining the security dynamic?

Just what type of animal is the best to be running your business security capability?

When conducting an audit on your business security, concentrate on discovering the gaps between the various security officer remits and not so much on the effectiveness of what is covered. Consider the patterns of attack that are possible in these gaps and the effectiveness of the security organisation to respond. Concentrate on patterns of attack that cross departmental borders and those that use multi-faceted, multi-functional-level methods of attack.

Ask any security manager to describe the remit he covers, then consider the wider picture of business security and you will begin to understand the problem.

After many years of considering this problem, our recommedations are to appoint a small team of seasoned "Competitive Intelligence Officers" as the key custodians of security in your business. These people would be supported by relevant specialist security officers and would report directly to the CEO.

These would be the best people to lead commercial security in the 21st Century?

For a detailed profile of the ultimate security team email sryan@intrench.com

Why industrial espionage is getting easier thanks to Business Intelligence Software!

Brand Killer Robots reveal::

I was invited to a presentation once by one of the worlds leading experts in the development of business intelligence tools, otherwise described as the technology and practice of applying information to make decisions. I learned quite rightly that in order for information to be usable, it must be trusted, timely, relevant, easy-to-use, and in context. I learned that executive dashboards could be used to put information in context, and in an easy-to-understand format.

I learned that different tools share the same answers to the same questions, gain more value from your information investment, and make better decisions.

It was truly the answer to the totally "information empowered"enterprise, where the personnel had the answers at their fingertips and the executives could spin problem models around in every which way and paint pictures on the data points and set traffic light indicators where numbers went above and below the pre-set threshold.

One of the people presenting was a young man from a blue-chip insurance company. His job was to tell a story to the audience, from a customers perspective about how the company he represented had maximised the return on investment(ROI), from implementing these tools across about 40 different locations across the world.

He had prepared an excellent presentation and even showed us how it was possible to slice and dice a high level data cube, whilst connected via the Internet, using a wireless laptop connection. In fact he got so carried away that he spent over an hour taking questions on the numerous features that were available in the analytical software. Essentially he was showing us a high level snapshot of underwriting performance data, categorised by Broker, Product and Sales Location.

Once he had finished he asked the audience if they had any questions. It seemed appropriate to stand up, as the previous questioners had done before. Bear in mind that there were about 200 other people in the room, most of whom were from the banking and insurance industry.

"Yes", he said, "what is your question?". I felt myself getting ready to sit back down again, in shame of the question i was about to ask. But i decided to stay standing given i had been invited to share my opinion as a security consultant - and i just couldn't help myself but to ask...

"Well", i said, "is it ok to ask a question on the security aspects of your presentation?"

To which he replied.. "yes of course".

"Well", i said "Why is the Loss Ratio at 95% on your Label V Taxi insurance product, when i know for a fact that a motor insurance underwriter not that far away is flying at around 70%?" I said, "don't you guys know how to run a motor insurance business?".

To which there was a gasp, a series of muffled chuckles, an uncomfortable silence (which seemed to take an age to revive), followed by a rather hurried end to the proceedings.

My point was of course less to do with showing them how stupid they were by using live data in a presentation to competitors and more to do with the dangers of using BI software. By dragging and dropping a few dimensions over a fairly simple data cube, it is possible to gain access to data that in the past would have been locked behind green character based screens, in the bosses head - or better still - locked away in 100 cupboards upstairs.

That's why corporate espionage is getting easier. Thanks to Business Intelligence Software.

Sun Tzu - Profile of a Corporate Spy

Brand Killer Robots reveal::

Your surviving spy must be a man of keen

intellect, though in outward appearance

a fool; of shabby exterior, but

with a will of iron.

He must be active, robust, endowed with

physical strength and courage:

Thoroughly accoustomed to all sorts of dirty

work, able to endure hunger and cold,

and put up with shame and ignominy.

Sun Tzu (5th Century BC)

The Competitor Intelligence Counter Threat

Brand Killer Robots reveal::

Hiring hackers to take out a threat from other hackers is nothing new, but what is new is the motivation of the particular hackers in question. From a recent investigation we understand that there are a new breed of computer scientist on the block who deplore the acts of the many criminals, conmen and voyeurs that characterise themselves as international computer hackers. In fact, they despise them so much that they are actively forming companies to defend global corporations from attacks against their infrastructure and their brand.

We recall one particular story where a global consumer brand suffered a multiple attack by hackers hell bent on disrupting the launch of a new pharmaceutical product, on behalf of a foreign competitor (who shall remain nameless).Using a highly targeted series of sophisticated attacks, hackers seized harddisks, laptop computers and encoded transmissions.

Ordinarily, those who have ownership of the systems containing the data are usually the ones empowered by that information.

Thankfully, none of the forementioned was of any use to the competitor company, given the devices had been designed by white hats to be completely useless in the hands of anyone but their true owners. Worse still for the foreign competitor was that they were left with the realisation that the target could defend itself, even when certain confidential assets fell into the hands of others.

This for them, was a new and unwelcome phenomenon and one that they would have to contend with in the future.

Needless to say, it saved the pharmaceutical company from losing many millions of dollars and their R&D data being traded on the black market.

The Competitor Intelligence Counter Threat

Add Invisible Killer Robots to your Human CI capability!

Brand Killer Robots reveal::

How many Competitive Intelligence Analysts operate in the dark? How many of them really know what is going on? How many can make moves that truly make a difference? How many have access to rich sources they can trust? How many truly have what it takes to rapidly target and acquire intelligence that will truly make a difference to your organisation? When they acquire it - how good are they at assimilating it - and just as importantly communicating it to decision makers.

Ask yourself this. If CI was not part of my business - would it truly make a difference? If you only had the support of the management team of the day and no Competitive Intelligence unit - how much difference would it really make?

Also ask yourself this. If i had the best Competitive Intelligence capability in the world - how might it look? How might it operate? How might if make a difference to my organisation?

We offer the vision of the Invisible intelligence analyst. Of the "fly on the wall" CI analyst. The "Xray vision" analyst. Of an analyst that knows the positioning of your business relative to that of your competition - and understands your objectives. That knows how to infiltrate the corporate memory of your organisation to seek deeper reflection and who can gain access to the darkest, most lucrative corners of your competitors confidences.

A capability that is invisible, then visible. Invisible, then visible. Ethical and Ethical.

Truth is, the most valuable CI is not the one that offers (office-bound) formal confidences to the internal management teams of the day. The most valuable CI is a mobile, invisible capability that you can unleash in your market and that will tirelessly utilise shape-shifting tactics to acquire and develop intelligence assets - the output of which can be presented to executives - such that they can make immediate and effective decisions against plan.

Add Invisible Killer Robots to your Human CI capability!

Competitive Intelligence Analysts:: Are you an Administrator or Innovator?

Brand Killer Robots reveal::

What drives the seeming relentless desire for innovation? Is it the desire for wealth, the desire for acknowlegment, the desire for power?

We have published articles stating that most companies have little or no desire to innovate, seeking rather to concentrate resources on yesterdays feature set and yesterdays business practices.

Competitive intelligence to them is more about utilising knowledge sourced from the past or in the here and now to try to predict future moves. To achieve this the analyst must develop a clear perspective on the identity of the company-self and a clear identity of the competition and customer relationships, in order to arrive at intelligence resources that support justified decision making in the here and now - for the future.

This approach is entirely opposite to that of competitive innovators, in that the innovator may develop an appreciation of the fixed reference perspective of the CI analyst, but in practice does not seek to skew analysis first toward justification, rather the innovator asks, without any restraint - "what would empower my company and what would blow my competitors out of the water?". Once the innovator arrives at the "what", they then seek to justify the "what". As opposed to the competitive intelligence analyst, who base futures on known, justifiable, quantifiable, qualitative assessment evidence, based on historical data and data in the here and now.

In essence, the "Competitive Intelligence Analyst" is driven by their desire to understand todays and yesterdays identity in order to visualise the future identity of the marketplace and dynamics. The "Competitive Innovation Analyst" is driven by their desire to invalidate the identity of competitors and to reshape the identity of the company they serve into the dominant player in the marketplace. In order to begin to achieve this the innovator much project a vision of how the scene should look to achieve an impact and then retrofit, credible, justifiable strategies to achieve this vision.

So the CI analyst projects futures on the basis of "known identities" (which he justifies against evidential data) and the innovator projects futures on the basis of "unknown identities" (which it can justify by offering influential strategies to turn "unknown identities" into very desirable "known identities" in the future). What drives innovation is the refusal to accept the world as it is - rather preferring to draw the world as it should be. It is this desire that is at the heart of the innovator.

Whilst different things drive them - both have a part to play in any serious competitive intelligence focused environment.

At BKR we believe that 'competitive innovation' is a much more motivating and lucrative device for business, likening 'competitive intelligence' to an essential 'administrative function', but one that rarely results in setting the markets alight.

So we say to students:: choose your CI path carefully. Are you an administrator or innovator?

BKR launches - Competitive Intelligence Innovation Agency!

Brand Killer Robots Reveal::
99.9% of businesses and 99.9% of the security industry is concentrated on just 0.1% of the total risks to those businesses - 99.9% of the time.
99.9% of businesses are concentrated on just 0.1% of the total opportunities available to those businesses - 99.9% of the time.
99.9% of organisations don't employ an innovation specialist. The 0.1% that do employ innovators, invest 0.1% in innovation - leaving 99.9% of the workforce to tasks that are not innovative.
99.9% of investment goes to 0.1% innovative products and the rest to non-innovative products. 99.9% of the worlds wealth is controlled or owned by 0.1% of the worlds population.

At BKR we concentrate 99.9% of our time on innovation and 0.1% of our time preparing to innovate.

Contact BKR and find out :
1. How innovation modeling can be used to improve your own brand value
2. How innovation modeling can be used to reduce your competitors brand value

Competitive Intelligence Agency designing strategic modeling systems for visualising innovation blindspots in organisational thinking

For more details e-mail Stephen at sryan@intrench.com

Competitive Intelligence Students:: Add Innovation to your Karate?

Brand Killer Robots reveal::

Here are just ten of the essential ingredients that you need to begin learning if you want to be an effective competitive intelligence analyst.

1. The language of competitive intelligence, ethics & SCIP

2. Formal Corporate Strategic Process and Enterprise Models

3. Marketing dynamics

4. Relationship management

5. Knowledge engineering

6. Intelligence Acquisition Tradecraft

7. Business Intelligence Data Modeling

8. Tools & Perspective template design

9. Time Management/ Budgetary control / CI KPI measurement etc

10. CI Reporting and Visual presentation

Perhaps just as importantly, albeit not a currently perceived as so is the requirement to be a skilled innovator. It is just not exceptable for CI analysts to contribute the most effective intelligence input to the decision-making process, only to fall short by being unable to process this intelligence and offer credible ways and methods of solving problems through innovative thinking.

It is akin to a CIA officer developing a credible knowledge base about a target, but who when reporting fails to offer any more advice than the intelligence he has provided.

An example of this would be where an analyst has spent many years in intelligence in a specific area, where they have been involved in viewing a number of different of outcomes and decisions. Under such circumstances you would expect the analyst to both contribute intelligence and comment on the likely design of the counter-strategies and the decision-making process.

We're not saying that the CI analyst should replace the CEO or Marketing Executive in terms of making the final decisions on the back of intelligence. What we are saying is that the CI analyst should at least be capable of formulating decisions on the back of intelligence and more importantly be able to innovate around this intelligence - in order to better support the decision making process.

We think it could be time for the Competitive Intelligence & Innovation Analyst.

The Recipe for turning Human Beings into Killer Robots

Brand Killer Robots reveal:::

Take one loving, caring human being

Place it in solitary confinement

Rid it of its need for human senses

For touch, for taste, for sight, for smell, for hearing

Rid it of its need for human desire

For love, for compassion, for sex

Rid it of its sense of direction, its spirit, its will to live

Then with one large hammer, smash it

At first, just ever so slightly

Then let it recover a little

Whilst it looks like it will get up again

Smash its legs from underneath it

Then repeat this exercise until it can no longer support itself

Then set to work rebuilding the human - "Into a Killer Robot"

Start by reworking the skeletal systems

Then move on to building the nervous systems

The muscle systems and finally integrate the hardware into what's left of the brain matter

Plug your laptop into its head and upload the program marked "Target = Competitive Brands".

Pull the console up and activate the killer.exe program

Pass the program the target variables

Executive the program............

running.....

running.....

running.....

...................

......Saatchi brand.....reported deactivated

......Coca cola brand.reported deactivated

......Rebok brand...... reported deactivated

:\killer.exe process complete

Return to Killer Robot inactive state and await next assignment