CTI: The Process and Lessons Learned Pat Bryant, Pharm.D., FSCIP President, Society of Competitive...

CTI: The Process and Lessons Learned

Pat Bryant, Pharm.D., FSCIPPresident, Society of Competitive Intelligence Professionals

Director, Drug Information Center

Clinical Associate Professor

School of Pharmacy

University of Missouri – Kansas City

Canadian Technology Network,Canada Institute for Scientific and Technical Information

andFederal Partners in Technology Transfer

Competitive Intelligence Conference

February 14, 2001

Overview

• Competitive Intelligence

• Development of a CTI Unit

• Key Success Factors/Lessons learned

• Questions

Copyright 2001 PJ Bryant. All rights reserved.

Competitive Intelligence

The legal and ethical collection, organization, analysis and

interpretation of the activities going on with other organizations.

The desired result of this process is a competitive advantage for your

organization. Copyright 2001 P.J. Bryant All rights reserved.

COMPETITIVE INTELLIGENCE MODEL

INTELLIGENCE

INFORMATION

DATA

ORGANIZE

ANALYZE

Copyright 2001 P.J. Bryant All rights reserved.

COMPETITIVE INTELLIGENCE

TECHNICALINTELLIGENCE

TECHNICALINFORMATION

TECHNICALDATA

ORGANIZE

ANALYZE

BUSINESSINTELLIGENCE

BUSINESSINFORMATION

BUSINESSDATA

TECHNICALEXPERTISE

BUSINESSEXPERTISE

TECHNICALEXPERTISE

BUSINESSEXPERTISE

TECHNICAL AND BUSINESS INTELLIGENCE

SOURCE: Krol, Coleman & Bryant, Drug Information Journal 1996;30:243-256.Copyright 2001 P.J. Bryant All rights reserved.

THE CTI/CBI PROCESS

PLANNING

COLLECTION

ANALYSIS

DELIVERY

USE

EVALUATION


SOURCES USED

HumanSources

PrintSources

ElectronicSources

TechnicalSources


PrecipitatingEvents

Intelligence Products

• Context

• Objectives• Operations

• Tools

• Results

• Uncertainties• Findings

• Implications

Develop Technical Strategy

Develop Technical Strategy

2

4

5CreateResponseActions

6

• Data

• Gaps

IntelligenceInformation

System

•Feedback

3

Idealized Intelligence Analysis Process

DefineFramework

1

CompileInputsMaterials

ProcessInputs

InterpretResults


CLIENTS FOR COMPETITIVE TECHNICAL INTELLIGENCE

MARKETRESEARCH

L & BDSTRATEGIC

DEVELOPMENT

COMMERCIALDEVELOPMENT

R & D

SENIORMANAGEMENT

CTI


Development of CTI Unit

• CTI performed individually at least 5 years before formal unit established.

• Merger of Marion Labs and Merrell Dow.

• No literature on how to perform CTI.

• Modified existing CBI concepts, tools and techniques.

• Developed new analysis tools and techniquesCopyright 2001 PJ Bryant. All rights reserved.


• First located in R&D.

• Primary clients were:

- R&D Project Leaders- R&D Management - key decision makers in R&D.



• Primary CTI products included:

- pipeline analyses - identification of critical competitor products - continuous monitoring - technology forecasting - ad hoc questions



• Next located in Strategy Development

• Primary clients included:

- Upper Management- Strategic Planning- Strategic Business Analysis- Licensing and Business Development- Commercial Development- Marketing- Marketing Research- Sales- R&D



• Primary CTI products included:

- identification of licensing candidates/potential acquisitions- due diligence analysis- unmet needs forecasting- strategic alliance identification- research alliance identification- enabling technology identification- pipeline competitiveness- gap analysis- breakout analysis- portfolio analysis - modified delphi analysis.

Copyright 2001 PJ Bryant. All rights reserved


• Third location was back to R&D

• Same primary clients with R&D as focus

• Same primary CTI products with R&D focus

• Buy-out by Hoechst - Roussel



• Fourth location was Licensing & Business Development

• Primary clients were Licensing & Business Development, Strategy Development and R & D

• Primary CTI products included any of the previously mentioned with a strategic emphasis


Lessons Learned

• Establish a clear direction and role for the CI function.

• Assure correct organizational structure

• Develop and maintain multiple Champions

• Identify key decision makers


Lessons Learned

• Commit to finding work – “Will Work for Food” attitude

• Focus, prioritize and develop clients

• Prioritize high impact projects first

• Ask the “so what?” questionCopyright 2001 PJ Bryant. All rights reserved.

Lessons Learned

• Act like a start-up company

• Capture perceptions of CI products produced….future improvements

• Measure competitive advantage provided

• Collection and analysis not the whole enchilada


Lessons Learned

• Network your tail off….build business relations before they are needed

• Know your strengths and weaknesses

• Spend time advocating

• Be creative.Copyright 2001 PJ Bryant. All rights reserved.

CTI: The Process and Lessons Learned Pat Bryant, Pharm.D., FSCIP President, Society of Competitive...

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