How to Drive Maximum Value from Your Intelligence Function

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How to Drive Maximum
Value from Your
Intelligence Function
A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern /// Wednesday 12 October 2016
~ featuring ~
Kurt Hahlbeck JP Ratajczak

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Kurt Halhbeck
Kurt Hahlbeck has spent his career in the space that business and technology jointly occupy, where they
sometimes thrive and oftentimes collide. His career started in software development and deployment
across a variety of industries which led to his cofounding of a technology management consulting firm, a
software engineering services firm, a technology platform company, and a software gaming company.
Through acquisition he joined Wipfli, LLP where he held several roles, his last one being the Growth leader
for their $40M consulting division.
Currently Kurt is serving either on the Board or in an advisory capacity to technology intensive businesses,
including several start-ups.
Email: kjhahlbeck@gmail.com
The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and
other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems.
Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora WDC
at http://AuroraWDC.com.

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How to Drive
Maximum Value
from your
Intelligence Function

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Using a model to define a function
PlatformsCapabilities
Services
EnableDeliver
Sustain

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Using a framework to implement a model
Step 1: Align to value to define your services
 Whatever aligning mechanism you choose MUST represent value for your organization
 Your services MUST contribute to that concept of value
 Design your services INTENTIONALLY to deliver the contributing value
Step 2: Balance your services to achieve equilibrium
 Define your first “release” of your service(s), including service level expectations
 Leverage iterative / early learning strategies to build out your release
 Strive for equilibrium at each iteration to more easily achieve equilibrium with each release
Step 3: Iterate through a roadmap towards your vision
 Identify your pathway to complete your vision
 Mature your model
 Mitigate your inhibitors to success

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 Whatever aligning mechanism you choose MUST represent
value for your organization
 Design your services INTENTIONALLY to deliver the
contributing value

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Find your aligning mechanism… Key Initiatives (Programs and Projects)
Key Initiatives
Data Security
Responsive Value Chain
Attack competition in Key Markets
Aligned Projects
Specific Product Focus
New Sales Drivers
Digital & Social Cost Reductions
Big Data / IoT Infrastructure
Self-Service Analytics Platform

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Find your aligning mechanism… Scorecard
Market Share
Net Promoter
Perfect Order
Returns
Planning
Messaging
Design
Production
Development
Attraction
Retention
Expectations
Learning
Outcomes

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Find your aligning mechanism… Strategy Map

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Find your aligning mechanism… Business Model Canvas

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Find your aligning mechanism… Growth Strategies
Time
Risk
Keep
Take
Anticipate
Invade
Invest

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Find your aligning mechanism… Value Stream
Define / Model Product
Communicate / Train
$$
Profitability Analysis
Identify Need
Approve Concept
Identify Lead Quote BusinessQualify Need Evaluate Risk Bill Insured
$
Deposit CashBook Policy
Publish / File Update Systems
$$
Profitability Analysis

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A sample set of Competitive Intelligence services
 Anticipate changes in the marketplace
 Anticipate changes in competitors
 Discover new or potential competitors
 Learn from the successes and failures of others
 Increase the range and quality of acquisition targets
 Learn about new technologies, products and processes that affect your business
 Learn about political, legislative or regulatory changes that can affect your business
 Enter new businesses
 Look at your own business practices with an open mind
 Help implement the latest management tools
Based on Competitive Intelligence by Larry Kahaner

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 Define your first “release” of your service(s), including service
level expectations
 Leverage iterative / early learning strategies to build out your
release
 Strive for equilibrium at each iteration to more easily achieve
equilibrium with each release

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SERVICE LEVEL EXPECTATION
Cost
? How much does it cost to transport
the water through the pipe
Quality
? How clean is the water at the end of
the pipe vs. the beginning
Time (Velocity)
? How long does it take to transport the
water through the pipe
Volume (Throughput)
? How much water can pass through
the pipe at one time

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Scenario: Your organization has set off on an ambitious growth strategy that
anticipates half of that growth coming from acquisitions. Accordingly, they
need to build a pipeline of potential targets.
Service: Build a pipeline of potential acquisition targets
Deliverables: 1 newly pre-qualified target each month into the top of the funnel
Pre-qualification criteria, validated monthly by the leadership team
From this expectation you can now walk backwards to answer the following
questions:
1. What does the work look like to produce the deliverables?
2. What capabilities and at what capacity are needed?
3. What platforms, if any, will need to be leveraged?
4. What are the corresponding costs?
5. Do we have the ability to meet this obligation now with existing resources or do
we need to invest? Contract?

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IN SUPPORT OF SERVICES:
- Planning and Direction
 Visioning
 Management
- Collection
 Process science
- Analysis
 Data science
- Dissemination
 Communication science
CAPABILITIES
IN SUPPORT OF PLATFORMS:
- Planning and Direction
 Visioning
 Management
- Definition
 Requirements
- Design
 Architecture
 User Experience / User Interface
- Implement
 Scrum
 Agile
- Test
 Quality Assurance
- Deploy
 DevOps
Platforms
Capabilities
Services
EnableDeliver
Sustain

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PLATFORMS
Platforms
Capabilities
Services
EnableDeliver
Sustain
TYPES OF PLATFORMS:
• Search
• Social Listening
• Aggregation
• Analytics
• Portal
• Content Management
PLATFORM CHOICES:
 Best of Breed vs. Integrated Solutions
 Multi-vendor vs. Strategic Sourcing
 Cutting-edge vs. Mature Solutions
 On-Premise vs. Cloud vs. Hybrid
 CI governed vs. IT governed vs. Hybrid

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INCREMENTING VS. ITERATING
Incrementing often calls
for a fully formed idea
Changing while
incrementing slows us
down
1 2 3 1 2 3
Iterating allows you to move
from vague idea to realization
While iterating we expect
change
Source: User Story Mapping by Jeff Patton

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Development sequence
indifferent (with respect
to knowledge)
Delivers knowledge
(risk reduction)
cost
Growth of knowledge with early, continuous integration
knowledge
time
Delivers nearly no knowledge
(or risk reduction)
Knowledge
comes at the
“moment of
truth”: final
integration.
time
cost
Growth of knowledge with
big-bang integration
knowledge
LATE-LEARNING VS. EARLY-LEARNING STRATEGIES
Based on “Effective Software Development in the 21st Century” by Alistair Cockburn

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Common Scenario #1
“A model that doesn’t scale”
Common Scenario #2
“Spent too much on technology”
Common Scenario #3
“Under-resourced ambitions”
Common Scenario #4
“Insufficient ROI”
Platforms
Capabilities
Services

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How can we ensure
that we have the
right capabilities to
deliver the right
services and support
the right platforms
which will enable the
right scale and
efficiency of services?
 Identify the minimal capabilities needed to deliver to defined service level expectations
 Identify the minimal platforms needed to deliver to defined service level expectations
PlatformsCapabilities
Services

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 Identify the pathway to complete your vision
 Mature the Intelligence function
 Proactively mitigate the inhibitors to success
Step 3: Iterate through a roadmap towards the vision

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1. Green Field
A green field scenario is essentially the equivalent of a never developed parcel of real
estate. With so many choices available, prioritizing and sequencing to achieve narrow focus
and quick time-to-market for each release become the critical skill.
2. New Service
This scenario assumes you have an existing Intelligence function but want to release a new
service (or set of services) using this framework without having to retrofit existing services,
capabilities and platforms for equilibrium. Keeping the two distinct and independent is
critical for success.
3. Remediation
This scenario consists of addressing all issues that are resulting in an Intelligence function in
disequilibrium. Depending upon the number and scope of issues, you might consider
phasing the retrofitting to enable some value realization sooner rather than later.
4. Optimization
This scenario is focused on improving the efficiency and value of your existing Intelligence
function without disrupting the equilibrium already in place. In other words, can we
achieve the same or better perceived value by the organization by reducing the costs,
shortening the time, improving the quality, or increasing the volume.
PATHWAYS

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MATURITY
5 Optimizing Continuous Improvement
Performance Management
4 Quantitatively
Managed
Service Level Agreements
Statistical Process Control
3 Defined Specific
Detailed
Institutionalized
2 Managed Documented
Repeatable
1 Initial Ad Hoc
Chaotic
Heroic Efforts
Based on the “Capability Maturity Model” by the CMMI Institute

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Release

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POTENTIAL INHIBITORS
1. Mindset Are we employing an outward mindset?
2. Expectations Are we all understanding things the same way?
3. Acceptance Who could keep us from leveraging this investment and
why?
4. Alignment What constraints or conflicts could limit us from
achieving the potential value?
5. Execution Can we get things done efficiently and effectively?
6. Solution Can complexity be managed to deliver to expectations?
7. Resource Have we completely accounted for all investments
required?

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Source: The Outward Mindset: Seeing Beyond Ourselves by the Arbinger Institute”
MINDSET – SEE OTHERS
Used with permission of the Arbinger Institute

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EXPECTATION – SHARED UNDERSTANDING
Reasons for the investment
• What is the problem we’re solving or the opportunity we’re pursuing?
• What’s the root cause? What’s the evidence?
• Why is it important to us? What happens if we do nothing?
Nature of the investment
• What is the scope of the solution or investment? Is it beyond technology?
• What approach (e.g. iterative, incremental) to build? To deploy?
• What tasks will be performed and by whom?
• What kind of effort will be required? Over what timeframe will this take place?
• How much will it cost? How will it be funded?
• How will change be incorporated? Who is authorized to approve any changes?
Desired outcome of the investment
• How will we know what success looks like (e.g. better, faster, cheaper, more)?
• What will the required ongoing operational investments look like?
• Who will govern it? How will it be governed?
• When can we start realizing the benefits?

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ACCEPTANCE – INFLUENCING ADOPTION
Pursuing strategies
across all six
dimensions of
influence significantly
increases the
probability of success.
Most organizations
only focus on two to
four.

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MITIGATION STRATEGIES
Mindset
 See the needs, objectives and challenges of others
 Adjust your efforts to be more helpful to others
 Measure and hold yourself accountable for the impact of your work on others
Expectation
 Define with clarity and specificity to get shared understanding.
 Get agreement and commitment. Follow up frequently. Make adjustments as necessary.
Acceptance
 Evaluate readiness to get an honest assessment of where you are starting.
 Develop a comprehensive set of influence strategies to better enable success.
Alignment
 Ensure there is clarity on how this initiative will advance the organization’s performance.
 Scout for potential conflicts and constraints across the organization.
Execution
 Define standard work. Follow it. Improve it.
 Clarify and communicate governance for making decisions constantly and consistently.
Solution
 Prioritize and sequence unknowns as early as possible
 Leverage best practices, industry frameworks and training
Resource
 Ensure your risk management and mitigation activities are inventoried, understood, agreed upon, and
accounted for in the workplan and budget.

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Intelligence Function Model and Framework:
 Leverage iterative / early learning strategies to build out your release
 Strive for equilibrium at each iteration to more easily achieve equilibrium with each release
Step 3: Iterate through a roadmap towards your vision
 Identify your pathway to complete your vision
 Mature your model
 Mitigate your inhibitors to success
Platforms
Capabilities
Services
EnableDeliver
Sustain

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Reference Library

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Thank you!
Now how about a little Q&A?
Kurt Hahlbeck
Email: kjhahlbeck@gmail.com
LinkedIn: www.linkedin.com/in/kurthahlbeck
The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and
other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems.
Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora WDC
at http://AuroraWDC.com. See you next time!

How to Drive Maximum Value from Your Intelligence Function

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