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The following excerpt is from Chapter 1: Structuring for Success. The full report provides further insights on CI’s evolving role, structure, and skill set.

Across the industry, CI is growing in importance. Companies are responding to this change by structuring CI for success. However, competitive intelligence is still a young function at many companies (see Figure 1.1) [Note -- data figures appear in complete report]. Often, with newer functions, tried and true methods for success do not yet exist. This lack of clear direction across the industry means that companies tend to vary in their approaches to accomplishing their goals.

In terms of how companies structure and align their competitive intelligence functions, there is not a standard, one-size-fits-all, approach. Data show that only 62% of surveyed companies report having formalized competitive intelligence teams. While the 38% without formal teams may collect and use intelligence….

 

The following is excerpted from Chapter 3: Increasing CI’s Reach. For detailed guidance on how CI functions earn new clients, please see the complete report.

Reaching New Internal Clients
A competitive intelligence executive at Company I described a situation that represents both the struggle CI groups face and the approach CI groups must take in earning internal clients. An internal client was confused about which meetings or think-sessions the CI group should attend. The executive advised that the client should invite the group to as many meetings or events that she thought were applicable. In turn, the CI group would then decide on a meeting-by-meeting basis whether the CI group could contribute to the discussion. As this executive put it, “I’d rather be included in too much than not included at all. We are working on how to be proactive.”

CI groups need to be proactive and assertive in their communication and approach to internal clients. Heads and personnel of functions that CI has not traditionally supported may not understand the tactical benefit of CI or CI’s applicability to their department. For this reason, CI groups must position themselves in a way that creates accessibility to a diverse group of internal clients.

Figure 3.1 illustrates the different departments CI supports at the surveyed companies. CI groups across the industry most commonly support marketing, with 93% of surveyed companies indicating that their CI group supports marketing. Support of marketing and business development…