This competitive intelligence series describes some practical steps for someone to follow that is interested in starting a CI activity in an organization.

These days, when the economic conditions are so difficult, may seem like the wrong time to some to get started. The other view (and one that I agree with) is that competitive intelligence is more important in hard times though the methods employed may be different. So, what is the absolute first step that is critical for the eventual success of a CI program?

Simply put, the first step is to “find the pain.”

By pain, I mean the obvious, significant and personalized need for competitive intelligence felt by someone that is in a senior position in the company.

Their pain can be caused by many things. Here are some common examples.

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In a high tech world, we are sometimes tempted to quantify, define and plan with a hopeful certainty about the outcomes. It is common for leaders and teams to specify a view of the future or of the market and create surefire (they hope) means to be successful. It is also common for people to assume that all within an organization are disposed to work together enthusiastically and seamlessly.

Plan A will lead to 30% sales growth this year! Our new product will blunt Competitor X’s market share and result in 10% incremental profit. All we have to do is get everyone on board with the new strategy, shift the execution focus and convince the potential customers and we will win!!

We do similar things in competitive intelligence. We start with a noble goal of understanding what every significant competitor is trying to do. Add to that knowledge of the market forces at play. Then, almost magically we hope, the organization will snap to attention to devise the tactics needed to overcome the competitive gaps (leading to the 30% sales growth, of course). More than that, we will be universally welcomed for our valuable contribution to the organization. Let the praise rain down on our heads.