In previous INTELs we described the financial situation of Germany’s Deutsche Bank as dramatic: losses of 6-8 billion euros in 2019, 18.000 layoffs in the 3rd quarter 2019 and they even cancelled the Christmas 2019 reception for retired employees. Deutsche Bank is dying and insiders see it as a ‘zombie bank’ that is stumbling along until someone finally puts it out of its misery.
Change in our business environment is influenced by Volatility, Uncertainty, Complexity, and Ambiguity and it’s the core of our Strategic Intelligence best practices. It implies five key roles in leadership: Visionary(1), Strategic(2), People(3), Structural(4), and Process(5). Visionary Leadership is creating your company’s peripheral vison and meets Strategic Leadership aiming to monitor the changes in the environment, grabbing the opportunities and the ability to adapt to change. People Leadership is all about agility.
It was fascinating to read the book of Mike Isaac on Uber and its former CEO Travis Kalanick. Many people see Uber as the most successful start-up in Silicon Valley. But Uber never made any profit and the loss in III/2019 has been US$ 4,6 billion. Every time the Board tells the financial world “profits will come in the near future”.
Since the 1980s-1990s we have seen not that many new tools & techniques within the area of strategy and competitive intelligence. Research of SCIP during the last couple of decades confirms this. We still speak of Porter’s Five Forces, Where-to-Play & How-to-Win, Strategic Sweet Spot Analysis, Strategy under Uncertainty, Porter’s Four Corners Analysis, Extrapolation, Key Success Factor Analysis, Scenario Planning & Analysis and SWOTI. Most managers, professionals and leaders are familiar with these tools and techniques.In this article I argue for a totally new way of looking at strategic planning & competitive intelligence. And how I was able to implement this at our company.
The advances in technology, the upcoming of A.I. learning, the understanding of our environment are all progressing logarithmic, including the way we do business today. Understanding how we are all connected in this world and how we are influenced accordingly is crucial. Using new methods and techniques will help you to stay ahead. In this Special Intelligence Briefing I like to take the opportunity to give you in-depth background on “Predictive Foresights” and show recent case examples. Did you know that the academic research on our “Predictive Foresights” services goes back more than 80 years?