In our Intelligence Briefing “How many SIPs does your organization face?” we explained the SIPs, ‘Strategic Inflection Points’. These SIPs are not easy to spot and you can’t hide from them. There are several strategy models that can be used to identify these SIPs: Strategy under Uncertainty, Strategy as Active Waiting, Where-to-Play & How-to-Win, Porter Five Forces and more. We need this kind of strategic models to understand the competitive arenas and to get access how you can best deploy your resources and competencies there.
Before we go to the core of this Predictive Foresights Intelligence Briefing, we need to go back a few years, to the 1950’s to be precise. The time that the world had largely recovered from World War II, was in the midst of the Cold War. J. Edgar Hoover being through half of his career at the FBI. Capitalism and communism challenging each other in every possible way and the advent of the Space Race, starting with the successful launch of Sputnik 1 by the Soviet Union on the 4th of October 1957.
Strategic Invention Points, SIPs, are an creation of former CEO and Founder of Intel’s Andrew Grove. SIPs are not always easy to spot, but you can’t hide from them. Intel’s first SIP was when the Japanese started producing better-quality, low-cost memory chips. It took Intel three years and huge losses to recognize, to rethink and to reposition the company to become, once again, leader in its field.
We are honoured and pleased to introduce to you our new Advisory Board!
Its been the first time since the creation of our company back in 1985 that we have a full Advisory Board to strength our company. This Advisory Board will assist Rodenberg Tillman & Associates in growing its business. All input of the Advisory Board members is highly valued and considered crucial to our company success.
CEO Jim Hackett found himself in a wave pattern during the last decades: shrinking the company during recessions, then growing it, then shrinking it, then growing it. That’s not healthy. The business environment changes continuous, so Ford has to perform better than in 2018 and in 2020 better than in 2019. It’s extremely dynamic. It’s not enough to look at market share, profits, earnings per share versus those of other car manufacturers that count. What if Amazon starts to sell cars/car parts? You probably don’t lose to the standard competitors, but it’s the mutation coming at you that matters. Being competitive is about a lot of drivers and being ahead of the game is all about Corporate Fitness, according to Jim Hackett, CEO of Ford Motor Company.
It’s obvious that strategic competitive intelligence contributes to the success of companies. Management has to cross the border from data-information-knowledge towards intelligence. However, management currently is stuck in data and information. They have “to walk another mile” to get to strategic intelligence.
Intelligence agencies around the world are busy, 24/7, to get the best insights and foresights with the aim to avoid surprises which might have impact on countries and their citizens. Well-known examples are French DCRI, US-based CIA and NSA, Russian FSB (formerly KGB), British MI5 and MI6 and more. Since 1985 our firm is active in establishing strategic intelligence in international companies around the globe. In our Master Class we train managers, professionals and business leaders how to apply strategic intelligence within their organizations.
The largest 187 technology companies in the world have a total market value of US$ 7.000 billion, of which 70% is owned by the ‘Big Seven’. Research shows that this dominance will lead to an escalation of our labour laws, competition, and consumer protection. Only 2% of the companies active in the platform economy come from Europe. The ‘rules of the game’ in this platform economy are developed and determined outside the monitoring mechanisms of the EU.
Since the mid-1980s we are active in the implementation processes of strategic intelligence as well as with our international master class at numerous companies across the world. Combined with our publications of six books on strategic intelligence since the year 2000 and the execution of over 75 International Master Classes, we are proud to be recognized as one of the premier strategy & strategic intelligence firms in Europe. The creation of new positions nearby the boardroom such as ‘Vice President of Future Disasters’, ‘Head of AARs’, SEALS Teams and ‘Corporate Radar Rooms’ are for us the so-called “icings on the cake”.