First, the bane …

In the Lord of the Rings story, the fellowship travels great distances and through many adventures trying to accomplish their mission. One of my favorite parts of the story is when they must travel through Moria, an underground dwarve colony and site of their great mines. Led by Durin, the dwarves settled “under the mountain” and began to build, explore and mine the riches that they found there. What they did not know (until it was too late) was the danger that dwelt in the depths. A Balrog. Durin’s Bane. The unspeakable terror that threatened them all. And it was coming for them.

A little dramatic, I suppose, but it is worth recognizing similar banes that befall the competitive intelligence community. That is, the “terrors” that hold the potential to derail all that we know to be true and worthwhile and to make our mission difficult, if not impossible. It is not hard to identify these things. It is only hard for us, collectively, to overcome them.

Here are the five banes that I think are most troublesome.

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In the never ending quest to define, explain and sell competitive intelligence, we sometimes resort to analogy. When the analogy is a familiar one, maybe our listeners will grasp that key fact that we have thus far struggled to express.

One example that we often use is armed conflict between nations. Wars are the ultimate human competition because the stakes are so high for many people. The problem with using it as analogy for business competitive intelligence is that the rules are clearly different. Ethics in business and war are not the same. Nations may justify actions during war time that an anathema to peace time life.

Another example that we can use is sports. The attractiveness of the sports analogy is that a “lifetime” is played out in plain view each season. All teams start with similar resources and the same record. Pitted against each other in a series of contests, the stronger teams emerge to contend for the title. There, superior systems collide to determine which will prevail. Nice and neat. Then it happens all over again.

Of course, business contests are not all that neat. Plus they usually occur with multiple, simultaneous competitors. The beginning and endings are not so clear cut. And, it is entirely possible that there will be more than one winner.

Okay, despite the caveats, there are good and bad lessons to be learned from American professional football.

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One of the things that intrigues me about competitive intelligence is the types of relationships that are required to be successful. Intuitively I think and empirically I know that people matter most. We get assignments from them, ask them to tell us their fears and deliver implicit commentary on their performance even as we report on the competitive environment.

I get it that they need specific information about competitors. I also know that clients or managers want to increase their confidence in their decision making. And, commonly they want to feel that they won’t be blindsided. Most of all they want help to make wise choices about the future that will reflect well on their leadership.

So what role should I play? Information source? Critic? Counselor? Oracle? Or, maybe, friend?

I can hear you through the computer right now (disagreement and skepticism transmit well). Yes, you think that the first 3 or 4 possibilities often fit. But, definitely not the “friend” role. That is entirely too soft a description that no client or senior manager would provide in a job description. They want bottom line results and value those that directly (directly!) contribute. Tangible, measurable and preferably quick results would be their highest goal.

Yet, I wonder about that. Not understating the need for results and concrete benefits, I think that we sometimes miss the human element of leadership and what it needs most.

Many times leaders are trying desperately to keep ahead of the game. There are rivalries within the company which are threatening their position. The people that work with them are constantly angling for attention and favor. Competitors, of course, would be gleeful if they failed. The Board is constantly evaluating their performance and it is easy to understand that most won’t advance. It’s a jungle and thriving within that jungle is tough. One needs help but where will it come from?

There is not one answer to that question.

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From “Everything You Know is Wrong” by The Firesign Theatre (1974) – Comedy Group

Twenty five years ago I worked on a top secret military project for my company. It had been going on for some time when I started and, as far as I know, it is still going on. It was a fascinating application of technology that I would have loved to talk about with my family and friends. I was proud of what we were trying to do, my small role in the project and, of course, the ultimate application. Unsurprisingly, I am bound by employment agreement and federal law to not discuss what I did or the product that we were building.

Competitive intelligence is similarly difficult to talk about.

Just imagine that you have completed a CI project for your company or for a client. Because of your superior methods, uncommon insight and excellent timing, you uncover something that results in a significant competitive advantage for the company. Who are you going to tell? What are you allowed to say? And, what is the impact on your future work of these answers?

Therein lies the problem. It is hard to talk about CI successes.

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