Gather a group of competitive intelligence people together and commonly you will hear the same sorts of issues. One issue is that many competitive intelligence customers do not understand the value of CI. Another common topic is how to ensure that competitive intelligence people are properly involved in decision-making. Occasionally, the discussion turns to picking the best tool or technique for an organization. Sometimes we talk about the economic conditions (i.e., how many jobs have been affected) for competitive intelligence staffs. These are all good issues but the most impactful problem is something else.

The most common issue is how to connect with senior management effectively.

This topic came up at the recent SCIP Conference in Washington, DC. In one session, everyone around a table shared their challenges about making the case for competitive intelligence to a prospective sponsor. One person explained that they were due to present such a case in about a month to a senior manager. Understandably, this important meeting caused much stress. What information should be presented? What splendid arguments should be assembled to convince the reluctant or uninformed manager? What presentation style was most appropriate? In short, what was the best approach to gain ongoing support for competitive intelligence from this senior manager so that the competitive intelligence person’s assignment and job was safe (at least, temporarily)?

There were many good suggestions bandied about.

Admittedly, it is hard for outsiders to know the right answer for another organization without more background than we could get in a short conversation. Still, one guiding principle emerged from the discussion.

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A CEO faces a decision about whether to make an investment in a new product line that requires significant capital. Does he need any competitive intelligence?

A General Manager must decide the complete range of activities to implement to enter a new market segment. Does she need competitive intelligence?

The Marketing vice president struggles to clarify the winning proposition for the key brand of the company. Does his organization need competitive intelligence?

It is easy to answer “yes” to these scenarios. Each decision-maker faces choices that affect their organizations and, ultimately, influence their chances for success. However, the choices are rarely simple. For example, favoring one approach means that another must be deemphasized leading to disruptions in the organizational roles and responsibilities. Changes often imply new investments, processes and skills. These things cost precious money, time and energy that must be deducted from a finite “bank” within the company. Moreover, other stakeholders assert their importance along vectors independent of competition. For instance, owners, regulatory agencies, communities and others regularly inject their priorities into the mix considered by senior managers.

Since competitive intelligence is only one of the voices in the mix, how can it be effective (and not be unwisely drowned out)?

Here are three ideas to consider.

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I would like to lose a few pounds. It would make me feel better, my pants would not be so snug and my blood pressure would go down. You would probably agree that these are laudable goals. So, a remarkably bad idea for me is to go somewhere that they serve chips and salsa. Or pizza. (Or a few other things.) It is just that certain things attract me so strongly that consuming them in moderation is difficult. Thus, because I cannot avoid these temptations, my weight loss goal is especially hard to reach (but I do enjoy mealtimes).

Of course, these foods are not completely bad. Maybe if I ate a few chips or only one slice of cheese pizza, I would do better. Perhaps I could eat other healthier foods more often and combine them with better exercise habits. I need the whole package to reach and maintain the correct weight. Whatever else I do, I especially need to be aware of the common pitfalls to avoid (goodbye to deep dish pizza).

In competitive intelligence, it is my experience and observation that we have pitfalls that inhibit us from reaching the desired goal. That goal, in my opinion, is to help strategy leaders make better decisions. Nevertheless, the pitfalls distract the competitive intelligence professional from usefully satisfying the needs of strategy decision-makers.

Here are my five (least) favorite pitfalls that should be avoided. I wonder if you agree with me.

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After a quick “meet at my office” text message to Janet and Sam, Alice started walking back to her office.

Along the way, she thought about the meeting she had just finished with Bob. It fit the pattern that Alice had observed with so many clients for competitive intelligence.

First, they were wary about her group before tentatively showing some cautious curiosity. Then, like Bob, they seemed determined to make it clear that they were already doing everything possible to understand and beat the competition. Eventually, every manager asserted that no competitive intelligence group could do better! Finally, confronted by unanswered questions and undesirable results that they knew so well, a few asked for help.

Alice empathized with them. She saw the pressure that they endured and the earnest efforts to succeed. She knew that feeling “stuck” or unsure about how to proceed was an uncomfortable and vulnerable feeling. Over time, Alice had learned to listen calmly to the emotion. The “CI attacks” and challenges were not about her or her team. In fact, she learned to reframe them into a personal request for help. She knew that asking for help takes courage.

Janet and Sam were waiting for Alice in her office.

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