Agenda

PRE-CONFERENCE BOOT CAMP
Monday, March 26, 2018
CONFERENCE DAY 1
Tuesday, March 27, 2018
CONFERENCE DAY 2
Wednesday, March 28, 2018

Beyond CI Boot Camp

Dr Benjamin Gilad, Co-Founder, Fuld-Gilad-Herring Academy of Competitive Intelligence
Prof. Helen Rothberg, Professor of Strategic Management, Marist College, and Senior Faculty, Fuld-Gilad-Herring Academy of Competitive Intelligence

Offered on March 26, the day before the Main Conference Program, this unique program is presented exclusively at the CI+S Event by Dr. Ben Gilad and Dr. Helen Rothberg.

The Beyond CI Boot Camp captures all the steps and all the tools one needs for a true CI project. Participants will work in teams guided by mentors from the CIP™ program on developing both sources and perspective. Teams will be judged on both strategic acumen and efficient use of budgets. The winning team will receive a FGH-Academy of Competitive Intelligence medal. This is not just a boot camp – it goes beyond.

Registration & Networking Breakfast in Exhibition Hall

Chairpersons’ Opening Remarks

Keynote: Building and Maintaining Competitive Advantage in an Ever Changing Marketplace

Paul Amos, Director & Partner, Jordan-Blanchard Capital (formerly President, Aflac)

A case Study on Aflac:

The Aflac Duck and how a brand built a category of its own
Aflac’s Sustained Success despite Competitive Threats

Private Equity:
Targeting Industries where competitive advantages can be built or expanded

Keynote: From Producer to Consumer of Intelligence – Two Perspectives

Sameer Bhatti, VP Product Development, Comcast

Networking & Refreshments in Exhibition Hall

Keynote Panel Discussion: Reaction/Response/Opening

(Panelists are Advisory Board Members)
Leo Boulton, Director of Competitive Intelligence-Market Strategy, CISCO
Mark Foulds, Senior Manager, Competitive Intelligence, Dunkin’ Brands Inc.
Heather Hallenback, Director of Competitive Intelligence, Bose Corporation
Michael High, Head of Planning and Reporting, Royal Dutch Shell – Deepwater
Eirik Hooper, Director CI, DP World
Steven LoGiudice, Director of Strategy Management and Insights, Memorial Sloan Kettering Cancer Center
George Minow, Business Transformation, Senior Manager, HP
Brad Roberts, Strategic Planning Managing Director, Aetna

Networking Luncheon

PARTICIPANTS MAY CHOOSE 1 OF 2 CONCURRENT TRACKS

TRACK A

Hunting the Next Strategic Horizon

Prof. Helen Rothberg, Professor of Strategic Management, Marist College, and Senior Faculty, Fuld-Gilad-Herring Academy of Competitive Intelligence

Do you know your industry’s boundaries, how it is evolving or what other industry(s) might be seeping into or stepping onto yours?

Traditional auto manufacturers didn’t imagine that electric, self-driving competition would come from beyond Tesla to Google and Apple. Nor did major television networks anticipate industry outsiders such as YouTube, Netflix and Amazon Prime challenging them in premium content.

An industry profit pool map stretches strategic consideration of industry boundaries, provides a landscape of a firm’s position vis a vis existing and emerging competitors, identifies untapped sources of profit, and terrain altering strategic shifts.

TRACK B

How Do Executives Use Intelligence?

Colm Lysaght, VP Corporate Strategy, Western Digital

Analysts turn data into insight. Good analysts provide recommendations. Good executives listen… but in the end, how do decisions get made?

It all depends on how executives use intelligence – and being an effective influencer means understanding the environment at your company. This talk will address how to ensure that intelligence is put to its best use.

PARTICIPANTS MAY CHOOSE 1 OF 2 CONCURRENT TRACKS

TRACK A

Strategic Foresight – Competitive Advantage via Competitor & Market Anticipation

Marc Limacher, Founder & President, INOVIS, Inc.
Demian Straka, Sr. Manager, Corporate Strategy Competitive and Customer Intelligence, Hewlett Packard Enterprise

A critical element for any organization is maximizing its Competitive Intelligence (CI) analytics.

This can be done by using key information to identify strategic and tactical gaps that will ultimately yield significant opportunities resulting in market growth. In our era of perfectly efficient markets, and effective “Early Warning” system can only be achieved by including primary source intelligence as part of your CI model. Based on several tested & proven best practices approaches utilized by Fortune 100 firms, you will learn how to optimally, early and systematically detect competitors’ behaviors, sales motions and customer pain points, and anticipate market opportunities and competitors’ next moves as part of such an Early Warning system.

Key Take-Aways:

    1) Learn how Primary Source CI can be used to determine market attractiveness and GTM strategies.
    2) Understand tools & methodologies that help you anticipate market opportunities and competitors’ weaknesses, including indicators/signals for monitoring.
    3) Review no-nonsense ROI metrics used in practice to justify an anticipatory Early Warning CI program.
    4) Develop a framework for preparing action plans for different types of risk.
    5) Identify proven ways to enhance the strategic impact of CI in your organization.

TRACK B

Evolve or Die – How to Ensure That Your CI Reorganization Stays Not Only Relevant Over Time, but Becomes a Critical Asset to Your Firm

Brian Bonazzoli, Senior Director, Product Marketing, VMWare

Many competitive intelligence groups start strong, but then falter and are reorganized, or simply cut altogether.

This session will explain how this can happen and how to avoid it. It will present several ways a CI team can not only remain relevant, but increase its value to the firm.

PARTICIPANTS MAY CHOOSE 1 OF 2 CONCURRENT TRACKS

TRACK A

Effective CI Survey

Erik Glitman, CEO, Fletcher/CSI

TRACK B

Creating a Foresight Capability in Your Organization

Steven Douvas, Senior Market Research Consultant, FM Global

In a world that has increasing volatility, uncertainty, complexity and ambiguity, possessing a foresight capability is becoming more of a necessity.

Establishing such a capability requires making the case, dealing with corporate politics, and developing and executing a robust plan for early success. In this session, you will gain some perspective on how to go about establishing a forecast capability, based on firsthand learning.

Networking & Refreshments in Exhibition Hall

PARTICIPANTS MAY CHOOSE 1 OF 2 CONCURRENT TRACKS

TRACK A

Integrating Insights into Innovation

Jeremy Benhammou, Associate Director, Global Insights Business Lead, Clorox Company
Mallika Madakasira, Manager – Brand, Insights, Blue Shield of California
Gabriela McCoy, Director Consumer Insights, Bacardi
Michelle Thevil, Director of Consumer Insights, Clif Bar & Company

TRACK B

How Competitive Intelligence Mitigates Disinformation Campaigns

Derek Johnson, CEO, Aurora WDC
John Thomson, Chief Research Officer, Aurora WDC

In a world that has increasing volatility, uncertainty, complexity and ambiguity, possessing a foresight capability is becoming more of a necessity.

Disinformation can be defined as false information that is spread for the purposes of misleading, disrupting, or undermining the confidence of a targeted individual, group or organization. Although very prevalent in recent headlines, disinformation is not just a tool used by state actors and political campaigns – it is also used within the business world for a variety of purposes, and the rise of social media brings the spread and influence of disinformation to an entirely new level. Learn how and why disinformation campaigns are undertaken, hear real-life “war stories” and see examples of actual disinformation, and learn how to recognize, investigate, and react to disinformation from a CI perspective.

Evening Socializing Events! Cocktail Reception & Networking

Registration & Networking Breakfast in Exhibition Hall

Interactive Round Tables

Explore hot topics in a fast-paced, interactive and informal environment. Interested in more than one round table topic? Round tables will be held in two consecutive 50 minute sessions.
ROUND TABLE 1
Lessons From the Battlespace: Military Strategy as It Applies to Business
Shannon O’Meara Smith, Executive Director of Strategic Initiatives, ViaSat, Inc.
ROUND TABLE 2
Emerging Technologies and Intelligence Analysis
Dr. Shay Hershkovitz, Contributing Writer, The Hill (Formerly Adjunct Professor, Tel Aviv University, Chief Strategy Office and Director of Analytic Community, Wikistrat)

This session walks through the potential pitfalls often encountered when running a war game and explains how the Intel Security team avoided them.

The field of Intelligence has experienced several revolutions over the last 100 year, since it was first introduced in its modern form. However, despite tremendous developments in the realm of collection (e.g. SIGINT, OSINT, VISINT), little technological progress has been made in the realm of intelligence analysis. By and large, analysts today are working in similar fashion to their predecessors. However, emerging technologies such as Artificial Intelligence, Machine Learning, Big Data and crowdsourcing are changing the still slow-to-adapt profession of intelligence analysis.

In his talk, Dr. Shay Hershkovitz, will review current and emerging technologies that aspire to transform intelligence analysis, and will discuss the question: do these technologies can overcome the inherent problems of intelligence analysis?

ROUND TABLE 3
How CI Can Help Increase Sales Agility - Lessons From the Trenches
Adriana Orduna-Smith, Director, Competitive Intelligence HCM Apps, Oracle
ROUND TABLE 4
Using Consumer Research for CI: Understanding Competitors Strategy from Consumer Behavior
Richard Gordon, Marketing Manager, Comcast
Discuss how well designed consumer research and the consumer behavior insights it provides can reveal both a competitors strategy and opportunity for your organization to better serve customers in the marketplace.

Networking & Refreshments in Exhibition Hall

PARTICIPANTS MAY CHOOSE 1 OF 2 CONCURRENT TRACKS

TRACK A

Influencing Executive Insights through Intelligence

Amy Belew, Managing Director, Global Head of Market Intelligence, BlackRock

Based on case studies involving the financial services industry, we will share an overview in how we maintain a hyper focus on our market intelligence to help inform our strategy and lead to better alignment at the executive level.

Market Intelligence is integrated within Corporate Strategy to help provide deeper context, insight and analysis of the competitive landscape along with key industry trends to help shape:
• Insights and Alignment
• Strategic Priorities
• Product Development

TRACK B

How to Give Your Company the Heads-up on Competition…without Making the Headlines

Victoria Richard, Manager, Competitive Intelligence, Greenberg Traurig
Cynthia Correia, Executive Advisor, Strategy & Competitive Intelligence Architect, Instructor, Knowledge inform and Graduate Program Adjunct Professor, Simmons College

Competitive, market, and strategic intelligence practices and programs are vital for developing and maintaining insights and foresight that keep us competitive, innovative, and relevant.

Without a full understanding and perspective on CI, practitioners, teams, and companies risk serious missteps that can result in fragmented intelligence, missed opportunities, ethical or legal risks, and failed outcomes. Throughout this session, we will look at CI cautionary tales to discuss the dangers of fragmented intelligence, including identifying some roadblocks (such as bias and institutional silos) that might be holding your intelligence hostage and could cause major damage to your business. Finally, we’ll discuss ways of stitching together decentralized streams of intelligence in order to protect your company, aid in your overall strategic planning, and keep your company’s intelligence efforts out of the headlines.

PARTICIPANTS MAY CHOOSE 1 OF 2 CONCURRENT TRACKS

TRACK A

Breaking Bad: Transform your CI Function, Transform Your Company

Mike Shea, Manager CI, NetApp

Every Competitive Intelligence professional dreams of the day where they have a ‘seat at the table’.

Transformation is an excellent opportunity to get there, however, staying at the table is much more challenging. Over the past 3 years, the CI team at NetApp has been taking part in the ongoing success of their corporate transformation. In this session, we will share some best practices and observations on getting to the table and more importantly, how to stay there by bringing real value to the executive team.

TRACK B

The Universal Building Blocks of Brand Love

Denise Brien, Senior Director, Consumer Analytics & Research, Oath: A Verizon Company

In this always-on world when people are constantly exposed to brands & brand messaging, and where there is more choice than ever - getting consumers to love your brand is more important than ever.

We all know what loves feels like, but why does a consumer fall in love with a brand? What does it take for him/her to fall out of love? And what does that relationship look like?

Using data from a new global consumer research initiative, we will share the elements that make up brand love and show how brands around the world are using these drivers to build more meaningful relationships with their consumers. We’ll also highlight that while the elements of brand love are universal, expectations of brand love differ across generations, cultural boundaries, and industry verticals.

Networking Luncheon

Announcement of Raffle Prize Winners

It’s Time For a Radically Different Approach to CI Role in Strategy

Dr. Benjamin Gilad, Co-Founder, Fuld-Gilad-Herring Academy of Competitive Intelligence

In this presentation, Ben addresses the main reason strategy and intelligence fail to intersect in too many companies,

the sorry results (flying blind), the failure of new tech companies to learn anything from old-world companies’ failure to integrate CI and strategy, and some suggestions for radically changing the model we have been using in competitive intelligence in the past 30 years. He fully expects Trump to tweet about this presentation (“believe me, this will make companies great again!”) and VCs to keep wasting billions on silly ventures. Ce la Vie.

Best Practices in Action – Optimizing the Practitioner/Service Provider Partnership

Kathleen Dean, Senior Director, Strategic Client Services, INOVIS, Inc. (formerly Product Marketing Manager, prior to that Competitive & Market Intelligence Manager, Hewlett Packard Enterprise)
George Minow, Print Business Information Manager, HP
Roger Yoder, Director, Competitive Intelligence, NetApp

As a practitioner, engaging a service provider to support a tactical or strategic initiative requires striking an optimal balance of practitioner and service provider responsibilities.

Done right, these engagements grow into partnerships resulting in actionable intelligence that can impact the bottom line as well as position your organization to strategically advise the business to better prepare it for likely scenarios ahead.

In this collaborative session, presenters will share use cases from two Fortune 100 competitive intelligence and strategy practitioners that illustrate impactful approaches to an optimal symbiosis of the practitioner / service provider partnership. The focus will be on how to most effectively partner with a strategic CI service provider to both maximize the outcome of each engagement (whether it be ad hoc and tactical or longer-term and strategic) and contribute to positioning the practitioners in your organization as proactive and trusted advisors. Specific criteria and best practices for building reliable, trusted partnerships will be shared, ranging from initial rules of engagement, optimal allocation of both internal practitioner and service provider resources to engagements, and most effectively facilitating delivery of high value and high impact results.
Participants will:

    • Learn frameworks for determining when to engage a service provider vs. dedicating in-house resources to an engagement; screening service providers to determine best fit; scoping and prioritizing stakeholder needs prior to deploying a service provider; and providing targeted, actionable deliverables
    • Hear two real-world examples from practitioners who have built up efficient and trusted partnerships with CI and strategy service providers, including practical ROI measures and CI outputs’ specific impact on strategic and tactical decisions
    • Hear a CI and strategy vendor’s perspective on key success factors for establishing and growing a flourishing and rewarding practitioner/service provider relationship, including a hands-on toolbox for implementable strategies
    • Actively participate in a group exercise to distill top practical applications and best practices from the sesión

Summary and Key Takeaways

(Panelists are Advisory Board Members)
Leo Boulton, Director of Competitive Intelligence-Market Strategy, CISCO
Mark Foulds, Senior Manager, Competitive Intelligence, Dunkin’ Brands Inc.
Heather Hallenback, Director of Competitive Intelligence, Bose Corporation
Michael High, Head of Planning and Reporting, Royal Dutch Shell – Deepwater
Eirik Hooper, Director CI, DP World
Steven LoGiudice, Director of Strategy Management and Insights, Memorial Sloan Kettering Cancer Center
George Minow, Business Transformation, Senior Manager, HP
Brad Roberts, Strategic Planning Managing Director, Aetna

Conference Concludes