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Dates
Jul 20, 2009 - Jul 21, 2009
Oct 26, 2009 - Oct 27, 2009
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In our fast changing and competitive economy, firms need accurate and timely intelligence on their technical environment if they expect to manage their technical resources wisely.
Having the right technology at the right time is a critically important part of business success. The Competitive Technical Intelligence course gives you a structured approach to effectively and efficiently collect, assess, and act on the intelligence required to make sound technology investment decisions.
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Benefits
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Contents
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Who Should Attend
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Instructor
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Hours & Credits
Plan a focused intelligence project to support management decisions where technology is important
- Use technology intelligence to anticipate competitors’ capabilities and intentions
- Select the right technologies to investigate and track
- Select appropriate sources of technical intelligence
- Learn about cutting edge analytical tools and software packages to develop actionable intelligence from raw data
- Integrate technical intelligence into the strategic thinking and decision making of your organization
- Form a Competitive Technical Intelligence (CTI) capability appropriate to your size and needs
- Protect your information from other firms’ intelligence efforts
- Set up a program to direct your intelligence effort
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Technical Competitive Intelligence and the Management of Technology
The art of CTI is knowing how and when intelligence can improve technical decisions and enhance
innovation.
- Competitive technical intelligence defined
- The role of technical intelligence in effective technology management
- Driving innovation with technical intelligence
- A four-step ‘decision based’ intelligence process
- Case studies of representative collection projects
- Ethical issues in collecting intelligence
Exercise: Participants work in small groups on an exercise concerning the ethics of intelligence collection.
Focusing the Search
Learn to develop clear CTI requirement statements that balance breadth and focus.
- Defining where technical intelligence provides value
- Clarifying the assumptions and unknowns affecting decisions
- Anticipating technology shifts that can affect your operations
- Developing Key Intelligence Topics (KITs)
- Forming actionable intelligence questions to guide the collection effort
Sources of Technical Information
Knowing how to translate intelligence questions into collectible pieces of information (indicators) is key to selecting resources.
- Internal and external intelligence sources best suited for technical intelligence
- Source selection guidelines
- Organizing and using internal sources of intelligence
- Developing a comprehensive search strategy
- Collecting information on private companies, divisions of major corporations, and non-U.S. firms
- Human intelligence collection: interviews, company visits, and expert panels
- Collecting information on private companies, divisions of major corporations, and non-U.S. firms
- Working with commercial sources of technical intelligence
- Anticipating emerging business drivers—techniques for identifying unarticulated customer needs
- Using counter-intelligence techniques to protect your secrets and information, and reduce
intelligence collection efforts of your competitors
- Using the Internet, the World Wide Web, and portals
Exercise: Participants work in small groups to identify intelligence needs for a technology-based company and develop an intelligence search strategy.
Analyzing Technical Intelligence: Converting Raw Data Into Actionable Intelligence
Analysis puts collected information into context, thus helping decision makers understand its implications.
- Guidelines for selecting the right analytical framework
- Qualitative versus quantitative techniques: pros and cons
- Traditional approaches: profiles, trends, maturity and substitution curves, life cycle analysis
- Scenarios as tools to anticipate future technologies
- Technology forecasting fundamentals—detecting the antecedents of substitution and indicators of ‘disruptive technologies’
- Techniques for analyzing patents: patent citations and patent mapping
- Computer aided pattern assessment techniques, e.g., knowledge clusters, literature content
mapping, and company relationships
Exercise: Participants have the opportunity to work with outputs from selected analytical tools.
Using Technical Intelligence Strategically
Ensure that information leads to meaningful actions.
- Translating intelligence into action: lessons from the best
- Getting started with CTI: the ‘Virtual CTI’ model
- Packaging intelligence output: strategies for reaching decision makers
- Building buy-in and commitment to action
- Putting it all together—keys to success
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Persons involved in developing the intelligence for sound technology investment decisions, as well as technical and business development managers, will benefit from taking this course.
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Jay E. Paap
Jul 20, 2009 - Jul 21, 2009
Oct 26, 2009 - Oct 27, 2009
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Jay E. Paap
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Jay E. Paap, PhD, is president of Paap Associates, a Fellow of the Society of Competitive Intelligence Professionals (SCIP), and a PDMA Certified New Product Development Professional. For over 4 decades, he has helped organizations leverage technology to promote their growth and strategy objectives by linking technical and product developments to current and future customer needs. He has helped design, launch, and support initiatives dealing with product and technology planning, competitive intelligence, R&D organization, technology transfer, corporate venturing, strategic alliances, technological innovation, and new product development.
Dr. Paap’s clients include 3M, Abbott, Apple, AstraZeneca, AT&T, Baxter, Boeing, British Telecom, Dow Corning, DuPont, ExxonMobil, Ford, Gillette, Hewlett-Packard, IBM, Johnson & Johnson, Kellogg, Kimberly-Clark, Kobe Steel, Kraft, Lockheed-Martin, Mars, Motorola, National Research Council (Canada), Novell, Procter & Gamble, Sandia National Laboratories, SC Johnson, Shell, Steelcase, Unilever, and Xerox.
He has participated in programs sponsored by MIT, Business Week, the Industrial Research Institute (IRI), Cal Berkeley, the Nomura Research Institute (NRI), Nihon University, SCIP, and the Product Development and Management Association (PDMA).
Dr. Paap served on the editorial boards of the Journal of Competitive Intelligence and Management, Competitive Intelligence Review, and Technology Management. He co-authored "Anticipating Disruptive Innovation," which won the IRI Maurice Holland Award as best article published in Research Technology Management. Dr. Paap teaches the Caltech Industrial Relations Center courses, Technology Strategy for R&D and Product Development, A Customer Focused Framework for Managing Technology Investments Through Technology Roadmaps and Competitive Technical Intelligence.
He received his PhD from MIT’s Sloan School of Management and has held faculty positions at the Sloan School and Indiana University.
Listen to Dr. Paap's webinars: Adapting Stage Gate® to be Innovation Friendly, May 2009, and Using Technology Roadmaps to Stimulate Innovation, April 2008.
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| Schedule |
Day 1 - 8:30 AM - 5:00 PM
Day 2 - 8:00 AM - 4:00 PM
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CEU :
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1.45 |
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| Download Course Brochure (PDF) |
Course Instructor
Dr. Jay Paap click for bio
Special Feature
Participants are invited to attend a dinner the first evening of the course, providing an oppportunity to share information and ideas with the instructors and other participants.
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Comments from Past Participants
"It's great to have a repeatable process for answering questions. Learning how to answer questions by understanding indicators is very insightful and useable. The instructor provided excellent expertise in this area."
Jeff Hynds
Program Manager,
Innovation Enterprise
Focus Area
Ingersoll Rand
"Learning about the new tools to use for competitive intelligence and ways to approach my work will improve our ability to focus our products. Jay set a great pace, is an excellent speaker, and is extremely knowledgeable."
Joseph LaConte
General Manager,
Applied Instrument
Technologies
Hamilton Sundstrand
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