FULL AGENDA                  

MONDAY, MAY 11                    TUESDAY, MAY 12                   WEDNESDAY, MAY 13            THURSDAY, MAY 14

WEDNESDAY, MAY 13, 2015                                                                          GENERAL SESSION

6:00 AM - 6:45 AM                Early Morning Risers Workout


7:45 AM - 5:15 AM                Conference Registration Open


7:45 AM - 8:30 AM                Continental Breakfast and Exhibition


8:30 AM - 8:45 AM                Opening Remarks


8:45 AM - 9:15 AM                


KEYNOTEUsing Competitive Intelligence to Improve Your Value Proposition 


Keith Pigues

Former CMO, Ply Gem

Dean, NCCU School of Business

Current Partner, Keen Strategy


All too often, companies spend too much time talking about their capabilities, products, and services and not enough time listening to the needs of their customers. Are you confident in your ability to get THE most valuable competitive intelligence - how to help your customers make more money doing business with you versus doing business with your competitors? Listen and learn exactly how to drive innovation in the area of customer value management, using a new and valuable form of competitive intelligence.


Key Take-Aways:


  • Keen insight into why a focus on your customers’ profitability is the key to your company’s growth and profitability

  • Steps to uncover the differential value customers receive from your company's value proposition

  • Techniques to identify the most valuable opportunities to improve your customers' business and make more profits for your business in return

  • Best practices for collecting and utilizing competitive intelligence derived from the use of the Differential Value Proposition (DVP) to improve your organization's decision-making, investments and results



9:15 AM - 10:00 AM             


GAME CHANGER 2 SPOTLIGHT - Linking a Customer Centric Core to Measurable ROI

Collective Intelligence: Making the Most of Customer Responses and Big Data




Steve Einbender

Data Scientist

The Home Depot




Joseph Arsenault

Senior Manager, Analysis/Metrics

Time Warner Cable


Eli Phetteplace

Director, Enterprise Data

The Weather Channel


Pat Richards

Director, Big Data & Analytics

Intel Corporation


Blake Sanders

Vice President, Architecture and Data Management

American Cancer Society


The amount of data in the world is projected to grow >350% in the next five years, redefining what we know about our customers and our operations. Join this panel to hear from big data practitioners on what led them to using big data in their intelligence programs, how it is changing their businesses today, and how they expect it to drive further innovation in the future.



10:00 AM - 10:45 AM            Networking, Refreshment, and Exhibition Break






F2 - Crowdsourcing for Data – How to Gain Market Insight through Data Sources  


Catherine Ordun


Booz Allen Hamilton


Todd Schmidt

Senior Consultant

Booz Allen Hamilton


Companies can gain competitive insight about what their customers and competitors are thinking about in terms of the data they are searching for, collecting, and sharing with others.  We have a developed a crowdsourcing-for-data tool that can be used to anticipate future market needs. The technology uses an internet interface that collects on indicators like data sources, research interests, web sites visited, and articles read, to characterize user knowledge gaps across multiple industries, understand trends and forecast data gaps in any industry.


Key Take-Aways:

  • How open source coding and crowdsourcing can be used to collect intelligence

  • How to  data aggregation and crowd sourced data stores

  • A  demo of our prototype focused on a healthcare CI case study



F3 - You’ve Got Insights, Now What? Leveraging Customer Insights to Align Competitive Strategies for Re-engagement, Retention, and Positioning 


Crystal Pieschel

Senior Account Executive

Market Awareness


Your company is in tune with the Voice of the Customer (VoC) and has executed many programs to obtain customer and prospect feedback. That’s fantastic. But now what? Too many organizations fail to properly integrate and leverage all of these insights to their fullest potential, resulting in a waste of time, money, resources, and negative customer implications. This interactive session will focus on case studies and collaborative activities that address the need to integrate and quickly act upon all forms of customer and prospect insights.


Key Take-Aways:


  • Tools and techniques to drive integration and action on the back-end of insight gathering activities

  • Case study participation including the application of a re-engagement action plan tool

  • Best practices for closing the feedback loop



F4 - Building Value For the Customer Experience Through “Voice of the Customer” Intelligence


Lisa Hicks

Vice President

Maia Strategy Group


Paul Santilli

Senior Manager, WW OEM Business Intelligence & Customer Insights

Hewlett Packard

This session will provide an actual case study involving global "Voice-of-the-Customer" research for HP’s OEM operations. The company sought to understand three critical "customer-centric" areas of their performance; 1) Client Acquisition, 2) Client On-Boarding, and 3) Early-Customer Experience.  In collaboration with its external research partner, Maia Strategy Group, a research scope and methodology were designed.  In this session, you will view the scope developed and the presentation of the research’s findings.   We will share perspectives on how HP turned insights into actions delivering a positive ROI.  Presented by HP and its research partner, Maia Strategy Group, they will share with you how this critical initiative was designed and executed.   



F5 - Cultural Sensitivities when Gathering HUMINT


Mzoxolo Gulwa

Competitive Intelligence Manager

Standard Bank of SA


Competitive Intelligence practitioners face various challenges when conducting research on the African continent. The aim of this presentation is to highlight the major challenges one can expect when called upon to do research on the ground in African markets such as Nigeria, Ghana, Kenya, Ivory Coast, South Sudan and Zimbabwe. The presenter will share his own experiences and those of the practitioners he surveyed for this presentation.


Key Take-Aways:


  • Understanding of the dynamics in competitive and market research on the African continent

  • Approaches for collecting information on-the-ground in Africa

  • A general understanding of business environment on the continent






A1 - Pricing Intelligence: Monetizing Pricing Intelligence for Corporate Success


Robert Zeas

Global Strategic Competitive Intelligence

Level 3 Communications


Providing actionable, relevant pricing intelligence to monetize sales and marketing campaigns can be challenging.  Join in for the ultimate guide on how to prove your ROI with your strategic competitive intelligence. Robert Zeas has developed and led pricing intelligence research- integrating this into actionable sales/marketing campaigns in Fortune 20 global corporations, monetizing $100M in revenue with favorable profitability.


Key Take-Aways: 


  • A framework for evaluating linkages between your competitive landscape and marketing/sales campaign objectives

  • A review of methods to optimize the relevance and accuracy of the pricing intelligence towards these goals 

  • Tools, frameworks and measurement methods you will need ‘Day 1’ to move your results forward with your strategic competitive intelligence program



A2 - Tuning in to the Voice of the Competitor (VOTC): Going Beyond Google 


Sean Campbell


Cascade Insights


Effective Voice of the Competitor (VOTC) research can connect you with the needs of the market in ways that are both non-traditional and powerful. To conduct effective VOTC projects you need to first analyze the digital signature that your competitor has left on the Internet. This includes mining social media, SEO data, and community discussions. In short, Go Beyond Google, when it comes to your digital data mining efforts. Next, let this same data mining effort lead you to the competitor customers and partners that matter, so you can interact with them directly. Doing so will you help you understand what Key Buying Criteria drove a competitor’s customers to buy, and what deals you weren’t even invited to. In short, effective VOTC research helps you to understand a competitor’s Go-To-Market strategy, the features their customers love, the features that they think are lacking, or not yet present, the competitor’s sales tactics, the competitor’s pricing model, and why customers and partners engage with them overall.   


Key Take-Aways:


  • How to use over 20+ web based tools and sites that they can use to better collect and analyze OSINT from the web 

  • Methods for effectively integrating competitor customer and partner interviews into Voice of the Competitor (VOTC) efforts    

  • Ways in which VOTC compliments VOC research and lessons that can be learned from this comparison.    



A3 - Driving Strategic Decision Making: Moving the Needle with Senior Leadership 


Ben Lawder

Smith L. Johnston Scholar

Emory University


When considering the concept of maximizing brand potential, multiple variables become paramount in creating the strategy that best aligns with internal goals while simultaneously accounting for external threats.  Senior leaders, whether the President of a small business or the CEO of a large multinational corporation, will always be bombarded with more data than the time they have to process it.  This session will provide a methodology for the intelligence professional to be a fundamental driver (and invaluable asset) in senior leadership's strategic decision making.   


Key Take-Aways:

  • A process to segment their executive audience

  • A method to decipher the internal motivators of action (what moves the needle for these leaders)

  • Optimal delivery of intelligence to ensure integration into brand strategy



A4 - Mine the Gap: Crowdsourcing Data to Reach New Levels of Analysis  


Abby Vietor

Senior Advisor



Data is a mission critical component of any strategic plan, but businesses often have limited access to the micro/mesa-level data in their ecosystem, forcing use of the same old sources competitors also rely on. This session is ideal for practitioners who face data gaps and are interested in non-traditional Social tools that facilitate the generation of quantifiable data.     How often have you wished for facts and figures that do not exist? Digital networks increasingly allow practitioners to harness the people whom you can economically task to become a scalable network dedicated to capturing customized, quantitative data that can be aggregated and analyzed for insights.  


Key Take-Aways:


  • A sample of specific social tools available that allow practitioners to crowdsource continuous streams of data that can be utilized to create real time insights of an ecosystem.

  • A framework to capture quantitative insights using the tools discussed 



A5 - Intelligence Touchpoints in the New Product Introduction (NPI) Process


Celeste Corrado

Strategist & Innovation Expert

Vizeon Solutions, LLC


So often products are developed without proper insights related customer preference, customer buying patterns and what drives the customer experience.  Customer intelligence and insights are key to defining these elements but are often not built into the process.  In the session, we will discuss a typical new product introduction process and identify areas where intelligence touch points add value and reveal critical insights.  As the integrated intelligence discipline expands, this will prove an important aspect of the professional’s job and changes the game for the intelligence profession and the decisions they support.


Key Take-Aways:


  • The detailing of a typical new product introduction process

  • Customer insights and competitive intelligence touch points

  • Key decision support activities and impact analysis key to producing insights related to customer preference, customer buying patterns and what drives the customer experience




In the Learning Lab, participants will rotate through 3 interactive pods and learn how to use tools and templates that will increase efficiency and effectiveness. 


1. Quick Dynamic Thinking: Habits of Mind for Problem Solving


Chris Jagger

Company Leader



In this session you will learn how to employ Quick Dynamic Thinking for problem solving by adopting and adapting powerful and dynamic habits of mind. Participants will be introduced to powerful thinking techniques through the use of a fun, inspiring and challenging mini simulation exercise with a national security theme.


2. A One-Page Tool: Seeking Prototype


Pascal Frion


Acrie Competitive Intelligence Network


You look for an information that does not seem to exist on the web. You decide to go and co-produce it with some people who might know some of it. The problem is to identify clearly the information you want, to profile the people we don't know yet who might help and to imagine scenarios to prepare our interviews.


3. Essential Structured Analytic Techniques


Ruben Arcos


Rey Juan Carlos University


Participants will learn key step-by-step analysis techniques to be used in combination with other frameworks and techniques in Competitive Intelligence.




An informal discussion to debate a range of topics in a casual open forum. 


The Kodak CI Story




Timothy Kindler

Associate Director, Competitive Intelligence

Ernst & Young LLP


Kodak had one of the most recognized and powerful brands in the world.  The “Kodak Moment” remains synonymous with picture taking events.  Recent times have not been kind to the company, however.  Kodak entered Chapter 11 in January 2012, leading a wide range of pundits to declare that Kodak had missed the digital boat and did not understand the consumer’s changing needs and desires.  They questioned why the company didn’t see the shift to digital coming.  The company is now out of bankruptcy but a shell of its former self.  This session will review the Kodak CI operation from its inception in the mid-1980’s to the present day and attempt to answer the question from the pundits.   


Discussion topics:


  • The structure, deliverables, goals and measures of success for CI at Kodak

  • Identification of tools used to discover, track and analyze game changing technology disruption

  • Debate lessons learned from a real-world case study on the benefits and limitations of CI for a company facing technology disruption and changing customer needs 

10:45 - 11:45 PM  


Concurrent sessions that will explore how to create a business environment with the customer in the center that delivers a return on investment.



11:50 AM - 12:50 PM                


Interactive - Solutions Wheel 

Play the “wheel” and join a series of rapid-fire, one-on-one meetings with leading solution providers




A New Intelligence Approach Driving Change at Volvo Cars


Andreas Strasser

CI Strategy & Change Manager

Volvo Car Corporation


After 7 years of declining market shares, Volvo Cars needed to make a complete turnaround. With a competitive environment in rapid change and increasingly shorter product cycles, the need for a more pro-active and market oriented organisation was crucial. A total make-over of the intelligence function with a new model of stakeholder engagement and information delivery was one of the keys to change the direction of the entire company. See how Market Intelligence at Volvo Car Corporation evolved from a service centre to an internal consultancy – and how the turnaround succeeded.


Key Take-Aways:

• Insight into how a new organisational model can unlock your CI potential

• Techniques to identify and prioritize stakeholder needs

• Scaleable information delivery methods for increased stakeholder engagement

• Ensuring cooperation in distributed teams and integration of experts outside your CI organisation 




CI Best Practices For Working In A Highly Regulated Industry 




Michael Crawford

Senior Manager, Strategic Planning Group

Fifth Third Bank




Ravi Krishnan

Managing Director

Krishnan & Associates


J. Michael Maher

Executive Director, U.S. Regulatory Policy and Global Intelligence

Pfizer Inc.


Richard Mignogna

Principal Consultant/Lecturer

TEMI/University of Colorado - Denver


Dina Molaison

Senior International Trade Specialist

U.S. Department of Commerce


Alfred Reszka

Executive Director and Head, Strategic Business Intelligence



Mary Ann Sarao

Director, Global Competitive Intelligence

Bayer HealthCare Consumer Care



Best practices will be shared by some of the most highly regulated industries in the world: Pharmaceutical, Aerospace, Insurance and Financial Services. Hear how these companies consider Ethics, Policy and Compliance as part of their CI programs.  


Key Take-Aways:  

  • Insight into the challenges of working in a regulated Industry 

  • Best practices for working in a regulated Industry

  • A comparison across various industries   



12:50 PM - 2:00 PM                    Food for Thought – Networking Roundtables Hosted by Industry Leaders

Practitioners and solution providers host a menu of luncheon roundtable discussions on pertinent industry issues. Dine and dish with industry experts. The list of roundtable discussion topics will be available on-site.



2:00 PM - 2:45 PM                      


KEYNOTE Hard-won Knowledge: Applying Lessons from Government Intelligence Reforms to Change the Game in CI


John Kringen

Former Deputy Director for Intelligence



In an increasingly competitive global business environment, the capability to understand -- and communicate effectively about -- the threats and opportunities that a company faces is becoming more critical. The experience of the US intelligence community in recent years in dealing with threats from terrorism, insurgency, and proliferation, among others, offers some hard-won “lessons learned” that are applicable to success in competitive intelligence.


Key Take-Aways:

• Best practices with regard to anticipating surprise

• Significant design considerations in building quality competitive intelligence processes and products

• Lessons learned in the development of more agile intelligence capabilities




2:45 PM - 3:30 PM                      


GAME CHANGER 3 SPOTLIGHT Executive Interview: Strategy & Insights within the Aerospace Industry 


Clay Mowry




Executives within all industries experience similar challenges regarding strategy planning and execution.  Join us as we ask candid questions and gain insights on how some of the top minds in the Aerospace industry view disruption, innovation, deal with both positive and negative publicity and encourage and invest in diverse and highly skilled talent.​​



3:30 PM - 4:15 PM                      Networking, Refreshment, and Exhibition Break





F1 Intelligence for a Highly Connected World - Networks and Complexity 


Fernando Domingues Jr.

Founding Partner

Mentor Consulting


Intelligence is related to the capability of an organization to adapt accordingly to a fast changing environment. In a world that is becoming more and more connected and complex, how should the intel practices evolve to cope with the needs of survival? This session will be proposing a new approach to this challenge based on the transformation of the intelligence structure from small groups inside a department into a distributed, networked one. The participants will be discussing how to do it in an interactive way.   


Key Take-Aways:

  • An understanding of why the current intelligence practices are not enough for the world we are living in 

  • A new way of organizing the intelligence initiative

  • Insights on how to make the transition to networks and make collective intelligence a reality 



F2 - Vendor Management Programs – Building External Solutions Relationships




Erik Glitman

Chief Executive Officer



Panelists Include:


Gina Cerami

Vice President, Marketing

Connotate Inc. 


Sue LaBonville


Allis Information Management Inc. (AIM)


Marc Limacher 

Founder & Managing Director



Often significant money is spent hiring and working with outside intelligence consultants and vendors to deliver products to their internal clients and often these programs fail because of differing understanding of overall objectives, scope creep, and misaligned deliverables which are all avoidable if the program is scoped and managed correctly and that all objectives are aligned between internal customer and consultant.  In this panel discussion, we will hear from four competitive intelligence consultants, representing different company sizes and focus with extensive experience in delivering successful results and maintaining satisfied client relationships. 


Key Take-Aways:


  • Best practices for developing effective RFPs and proposals

  • How best to manage projects and build well understood scope objectives and deliverables

  • Ensuring on time, on budget delivery of results that changes your company’s game and give your decision makers a competitive advantage



F3 - Becoming a Viable Member of the Executive Management: Using Emerging Trends to Drive Innovation, C-Suite and Business Unit Strategies


Jennifer Canayas

Senior Manager Competitive Intelligence

Blue Cross and Blue of FL


Paul Patterson

Competitive Intelligence Consultant

Blue Cross and Blue of FL


As an intelligence practitioner a key role you can play is to provide insight into emerging trends that will have an impact on your organization. In this session you will learn from practical experience the techniques and tools used to monitor trends and frame audience-specific insights that drive strategic decisions.   


Key Take-Aways:

  • A  framework for monitoring and tracking emerging trends

  • Examples of the artifacts used to communicate synthesized insights and implications

  • Techniques to help develop client specific insights



F4 - Does Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) make Strategic Planning Obsolete? 


Heath Gross


Sedulo Group


Over the last two decades military strategists have had to make significant changes to their planning process as they deal with the shift from linear battlefields to combating guerrilla warfare and terrorism. Leveraging the VUCA framework, military strategists have overcome many of the challenges associated with Volatility, Uncertainty, Complexity and Ambiguity. In the private sector, corporations have experienced similar upheaval and uncertainty as innovative technologies, and the shift to a global economy, have dramatically increased the rate of change and the propensity for disruption. Leveraging Heath's experience in both military and corporate strategy, we will learn and discuss the value of the VUCA framework applied to business. Particularly, we will focus on how competitive intelligence can support strategic planning by minimizing the impact of Volatility, Uncertainty, Complexity and Ambiguity. 


Key Take-Aways:

  • Insight into how to identify VUCA in their role 

  • A guide to anticipating change and reacting 

  • A framework for building a dynamic capability for responding to VUCA



F5 - Building a Billboard Customer and Competitor Intelligence Group


Michael Crawford

Senior Manager, Strategic Planning Group

Fifth Third Bank


Mike will share his insight into the evolution of the customer and competitive intelligence function that he built and nurtures at Fifth Third Bank through the eyes of the journey of rapper Macklemore. The function went from a start-up to one that is high performing and fully integrated into annual strategic planning and innovation processes.


Key Take-Aways:

• Lessons from the journey from unknown to value add function

• Framework for incorporating market, competitor, and customer data into business unit strategic planning

• Conversation on a selection of trends shaping our future market






A1 - Building Organizational Partnerships: CI=Community Intelligence 


August Jackson

Associate Director

Ernst & Young LLP


Colleen Meeker

Strategic Market Intelligence Program Leader

Ernst & Young LLP


EY transformed its competitive and market intelligence practice from a team-based model to a community-based model in order to expand the ability to capture intelligence and foster differentiated insight. We learned key lessons during this journey that other CI teams can apply to their own efforts to create an intelligence community. In this interactive session two practitioners from EY's Strategic Market Intelligence organization will describe those lessons and challenge participants to translate these lessons to their own organization and situation. 


Key Take-Aways:

  • Establish a practical framework for moving from creating helpful deliverables to providing stakeholders critical insights. 

  • Identify the metrics by which to measure your intelligence community's success. 

  • Use new technologies to drive action-oriented innovation in intelligence.



A3 - Embedding CI in the Company Culture  


Alysse Nockels

Director, Competitive Intelligence



Ben Schultz

Manager, Competitive Intelligence

Intel Security


Intelligence professionals have been taught for decades that they must be involved in every strategic decision and attend every executive meeting. Old school principles like this were created by people who wanted to boast their egos, not positively influence change. It is time for a new era of intelligence professionals who not only utilize all the talent and knowledge around them to build better analysis, but to also disseminate their findings. You’ll leave this session convinced that embedding intelligence into the culture of the company is the most effective and efficient way to influence decision makers at all levels.


Key Take-Aways:

  • The pitfalls of going it alone

  • Creative ways to embed CI into the culture of the company

  • An action plan to execute on a culture-based intelligence model



A4 - Economic Intelligence: Gaining Competitiveness Through Sustainability, Technology, Culture and People


Nisha Sewdass

Professor, Department of Business Management

University of South Africa


The economic success of a country depends on its capacity to apply activities which create a competitive advantage, its ability to create an environment of transformation and progress, and its capacity to innovate. This study looks at how organizations can obtain competitiveness through applying activities of sustainability, technology, culture and people. The findings of the study will reflect on whether South African organization practice activities of sustainability, technological innovation, culture and value its people and how this contributes to gaining a competitive edge.


Key Take-Aways:

  • Ways in which sustainability, technology, culture and human resources (people) contribute to competitiveness in developing economies.

  • An understanding of the views of South African organisations on these aspects for gaining a competitive advantage.

  • How organisations can benefit by taking sustainability, technology, culture and its people into consideration.



A5 The Management and Commercialization of ‘ Open Technovation’ in Emerging Economies 


Musa Khumalo

Senior Principal Consultant (Business Intelligence)

IQ Business


The word ‘innovation’ itself has become a buzzword, and it is neither a new nor novel concept at this stage.However, while innovation is abound, the majority of ideas at worst die premature deaths or yield no real value. The majority of entities seek to innovate, fair enough. But the critical question, largely misunderstood or simply overlooked, comes from the need to extract value from such innovation, managing the innovation.


Key Take-Aways:


  • Innovation, in its own right, is meaningless until the first commercial transaction, but this is largely overlooked

  • Organizations’ innovation strategies predominantly stifle the very innovation capability they seek to grow

  • The true test of an innovative game changer lies not in the idea (innovation) itself, but in the management and sustenance of such ideas and their evolution into commercial streams.




In the Learning Lab, participants will rotate through 3 interactive pods and learn how to use tools and templates that will increase efficiency and effectiveness. 


1. Competitive Alerts


Larry Fauconnet

Senior CI Strategist



Some use competitive alerts as a way to simply inform - others use them as a way to drive action and engage key stakeholders. This learning lab session will show participants how the a competitive alert process was used to engage and even direct the senior team regarding actions they needed to take and when they needed to take them, based on the level and nature of the alert. This process, chartered by the CEO and championed by the CMO, served to ensure that senior team members were informed and aligned against the emerging issues of greatest concern, or greatest opportunities, on the competitive landscape.  


2. Brainstorming is So 20th Century


David Krauza

Senior Competitive Intelligence Consultant

Independence Blue Cross


Unleash creativity and avoid groupthink with these innovative techniques. Designed to engage everyone on your team and accommodate all communication preferences.


3. From Ideas to Prototype in Less Than a Week


Dana Yamate

Director of Market Research & Intel

Independence Blue Cross


Now that you’ve got your team generating ideas, adapt agile development to get insight prototypes in your customers’ hands in days.





Overcoming Barriers to Integrated Intelligence


Merrell Moorhead

Vice President, Content & Editorial

ShiftCentral Inc. 


Few CEOs turn to their leadership teams and ask for one-third of the information available in order to make an important decision. They demand—and as intelligence professionals, we work hard to provide—insights based on the integration of as many sources and disciplines as possible. Yet all too often strategic plans are developed and important decisions are made at the department or business unit level that rely on a very limited view of the competitive landscape, and these silos can hamper the effectiveness of broader corporate initiatives. If a critical goal of business strategy is to leverage expertise across different operational disciplines, why in practice has the marketing team never talked to the finance department? This session will explore examples of barriers to integrated intelligence and what we can do to break them down, including scenarios posed by participants.


Discussion Topics:

• Where are the barriers to integrated intelligence that pose the greatest risks?

• Experiences with solutions – what has succeeded, what has failed?

• Creating a culture of intelligence sharing


4:15 - 5:15 PM  


Concurrent sessions that will explore interdependencies across disciplines to support decision-making. 


5:15 PM - 6:15 PM                       Networking Reception


9:00 PM - 12:00 AM                     5th Annual Rock ‘n’ Roll Dance Party