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"Needs-Based Targeting: An Internet-based
Process for Identifying Business Opportunities"
Consulting to Management, Spring 2004. This article by
Tim Powell discusses a technique for targeting new business.
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"Commercial
intelligence tools and techniques are available to read
marketplace signals as they are just starting to emerge.
Learning how to read and quickly act on these signals can be a
catalyst to propel your practice into greater levels of success
in the current marketplace." |
"How High is Your Sales IQ?"
Competitive Intelligence Magazine, November 2003. This
article by Tim Powell and Cyndi Allgaier of the Pine Ridge Group
describes a systematic sales intelligence process.
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"Total intelligence
support, including internal and external intelligence, is
essential to making a good sales impression ― and a sale."
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"Enhancing Sales and Marketing
Effectiveness Through Business Intelligence"
Competitive Intelligence Review, Winter 1998. This white
paper by Tim Powell and Cyndi Allgaier describes SCIP-sponsored
research among over 200 companies describing competitive
intelligence support for sales and marketing. |
"Marketing and Sales
is an 'acid test' for the practice of competitive intelligence.
It is there that CI can -- and must -- have a significant,
demonstrable impact if it is to succeed as a discipline."
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"Knowledge Return on Investment"
Knowledge Management Lessons Learned: What Works and What
Doesn't, (Info Today, 2004) Koenig and Srikantaiah, eds.
This book chapter by Tim Powell describes how to apply
discounted cash flow ROI techniques (NPV and IRR) to knowledge
management. |
"The use of rigorous
business thinking and analytical tools . . . will ensure that KM
remains at the forefront of enterprise competitiveness -- and
does not end up in the dustbin of management fads whose time has
passed."
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"Measuring the Value of Information
Investments"
The Journal of AGSI, July 1994. Early article by Tim Powell
on the relationship between information and value-creation. |
"Business
Professionals in the United States are typically not trained to
understand the value of information. Our MBA programs, for
example, do not include training in the evaluation and
purchasing of information or information technology. As a
result, most senior managers are not well informed about the
subject and must rely on their IS managers to do the right
thing." |
"The Value of Information"
chapter from The High Tech Marketing Machine (McGraw-Hill/Probus,
1993) by Tim Powell. Early exploration of themes related to
the economics of knowledge. Includes a simple test for strategic
alignment of information expenditures with the business
environment. |
"Information is
clearly a major asset to be managed, with some companies
spending generously on its generation and processing…This
spending often does not reflect the true competitive realities
of the business.” |
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"Impact of Mergers & Acquisitions on
Research Productivity Within the Pharmaceutical Industry"
Scientometrics, 2004. This article by Dr. Michael Koenig
examines the relationship between merger activity and knowledge
productivity. |
"When compared
to those companies within the pharmaceutical industry that did
not experience merger activity during comparable time periods,
as well as to the industry as a whole, pharmaceutical companies
that merged were able to achieve more favorable post-merger
[R&D] productivity scores than were attained prior to their
merger." |
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"The Knowledge Matrix: A Proposed Taxonomy
for Enterprise Knowledge"
- Knowledge
Management Lessons Learned: What Works and What Doesn't, Koenig
and Srikantaiah, eds., 2003. This book chapter by Tim Powell
proposes a strategic taxonomy for organizational knowledge. |
"The development of a
strategic taxonomy for enterprise knowledge is crucial if
Knowledge Management is to succeed as a management discipline." |
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"The Knowledge Value Chain (KVC): How to
Fix It When It Breaks" - Proceedings of the
22nd National Online Meeting, May 2001. This white paper by
Tim Powell applies the "value chain" developed by Michael Porter
and others to knowledge-based processes. |
"The productivity of
the knowledge worker is the single most important factor in the
competitiveness of the modern organization. And productivity is
best enhanced when work processes are broken into their basic
elements." |
"Disinformation About Knowledge
Management"
Competitive Intelligence Magazine, January-March 2000. This
article by Tim Powell re-examines some of the "conventional
wisdom" about Knowledge Management - and finds it
counter-productive. |
"What is striking is
the persistence of several fundamental myths about managing
knowledge...Only by re-examining these articles of faith that
'everyone knows' about KM can we hope to break the
resource-draining logjams that confront many companies
addressing this important challenge.” |
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"Competitive Knowledge Management: You
Can't Reengineer What Never Was Engineered in the First Place"
- Competitive Intelligence Review, Winter 1997. This
white paper outlines TW Powell's "agency" model for Knowledge
Management (KM). It recommends that the KM function be
positioned as the hub of a multidisciplinary organizational
network of knowledge providers. |
"Corporations need a
mechanism by which to manage the competitive KM process. Not
another organizational box, and not another temporary task force
-- but a permanent 'superagency' that stands outside the
classical hierarchical relationships." |
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"Analysis in Business Planning and
Strategy Formulation" - The Art and Science of
Business Intelligence Analysis, Gilad and Herring, editors, 1996.
This book chapter by Tim Powell outlines the goals and
opportunities of business analysis. |
"Business analysis is
part science, part art. The science is in knowing the tools,
techniques, and sources for collecting and making sense of
business information. The art is having the intuitive instincts
to be able to sense what the data points are saying -- or, when
they are silent, what their silence means."
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"The Information Metabolism"
Competitive Intelligence Review, Winter 1996. This article
by Tim Powell explores the analogy between the organizational
use of information and biological processes. |
"There is a great
opportunity here. Any company (or industry) that moves even a
little closer to being able to effectively understand and use
information resources will enjoy a distinct competitive
advantage over its rivals. Whoever figures it out first, wins." |
"Competitive Forces in Business
Intelligence"
Journal of the Association for Global Strategic Information,
November 1995. This article by Tim Powell describes the
business intelligence field in terms of one its own tools --
Harvard Professor Michael Porter's "five forces" model of
industry structure. |
"If business
intelligence is to survive and thrive as an internal function,
it must itself take note of the competitive pressures facing it.
Business intelligence must use its own resources to design its
own future, just as it helps the company design its future." |
