So, how to alert management of these shortcomings?
From Starting a Competitive Intelligence Function by the Competitive Intelligence Foundation you can read the entire chapter Harmonizing Competitive Intelligence, by Jens Thieme - Head of Global Market & Competitive Intelligence - here at MarkIntell.com.
At this point I would like to share some important tactics with you. In order to gain traction and to gather support for any change executives need to be convinced to buy-in. As mentioned earlier in this chapter, working with managers who experienced some of the shortcomings did provide ample ammunition for this task. Where there are issues there will be people who suffered from them or dealt with them. We did find those individuals and teamed up with them.
The very human nature and some unfortunate but very real dynamics within organizations do not advise for thoughtless finger pointing. Many variables such as past efforts, failed (even if well motivated) programs, disappointments and miscommunication never allow to obtain a clear and fair picture. Aware of such sensitivities we refrained from criticizing the past and concentrated on future improvements.
We did use negative examples from the past but only if supported or even driven by the people in charge of this past experience. Otherwise I would advise against examples that might cut off any future support if misjudgment or unfair treatment or hurt feelings were involved. Whereas the argument to consolidate 120 individual online or newsletter subscriptions into one single corporate subscription for a fraction of the price is easily made - and bought into.
Hint: The status quo and reviews of historic intelligence features need very careful research. There is nothing more embarrassing and damaging than presenting an issue when in fact there was a hidden solution at play that actually did work to some extend.
Great ways to generate executive’s awareness about current issues without putting anyone on the spot are testimonials, examples from best practice with clear and trustworthy indications of the value added in direct response to the own shortcomings. This is invaluable to draw conclusions and convince for improvements. Also experience and results from well respected external organizations are very likely to be taken serious and create further interest.