Starting a Competitive Intelligence Function will be the third volume in the Topics in CI series, published by SCIP’s Competitive Intelligence Foundation. The general topic covers the concept and practice of defining the organization’s internal requirements and setting up the environment for an effective competitive intelligence function.

Content
Major components of starting a competitive intelligence function include:

• Defining the CI function’s goal, clients, output, and decision(s) it will support.
• Defining management’s role, obtaining buy-in, and creating support.
• Identifying required personnel resources and determining the best way to train and retain them.
• Leveraging internal resources (information, people, systems) and creating networks.
• Identifying additional resources to be developed or purchased.
• Creating process that work within your organization’s culture and will support your CI goals.
• Communicating and educating clients, team members, and information contributors about CI.
• Determining ways to measure the impact of the CI function.

Objective
The primary objective of Starting a Competitive Intelligence Function is to provide an introduction to the necessary elements that provide the groundwork for creating an effective competitive intelligence function in your organization.  This publication provides guidance and information on all aspects of starting a competitive intelligence function, from organizational issues to required resources to internal processes.

Contents include the processes, best practices, and operating procedures that chart the path to competitive intelligence success. It provides a checklist on what needs to be done before you actually start producing competitive intelligence (the groundwork – what you do before you put the nameplate on the door). The publication will also include case studies of successful (and unsuccessful) efforts.

Questions answered by the publication will include:

• What do I need to know before I start developing a CI function?
• What basic resources are needed and what alternatives do I have to obtain them?
• What skills are needed for CI and how can I obtain them?
• Where should the CI function be placed in the organization?
• Who should my CI clients be and how do I identify them?
• Does my specific industry require a different approach to building a CI function?
• What are my options in developing a CI budget?
• If I have to hire staff, how do I work with Human Resources to develop job descriptions?
• How do I develop an effective CI analytical team, either dedicated or ad hoc?
• What processes need to be in place for a CI function to work and what best practices can I leverage to create them?
• How do involve management in CI development and how do I develop a CI champion?
• How do I develop needs assessments and determine if they are accurate?
• What is the best way to distribute and communicate CI products in my organization?
• What is the role of consultants in designing and developing the function?
• How can I organize or structure the CI function to support decision-making?
• What infrastructure linkages do I have to have with other departments?
• What internal resources already exist that I can use to support the CI function and how do I find them?
• How do I build effective internal networks to exchange information and analysis?
• What is the functional relationship between CI and other corporate functions?
• How do I identify appropriate CI output/deliverables and what are my options for communicating them?
• How do I develop and distribute a set of legal and ethical guidelines?
• What are my outsourcing options and when should I use them?
• How can I use technology to support my CI practices?
• How should the success of my CI effort be measured?

Target audience

The target audience for this publication includes:

• individuals who are new to competitive intelligence.
• experienced CI professionals who are starting a new competitive intelligence function.
• corporate management involved in designing, leading, using or overseeing competitive intelligence effort.
• academics who teach CI and their students.

Organization

            The Starting a Competitive Intelligence Function publication will consist of two major sections: articles by competitive intelligence professionals (including case studies) and examples of how competitive intelligence functions have actually been started in various organizations. The general outline of the book is as follows:

• Introduction on the history and practice of competitive intelligence.
• Articles on starting a CI function (invited and submitted).
• CI functions in different industries: pharmaceuticals, telecommunications, high technology, financial services, manufacturing, consumer products, retail.
• Case studies of competitive intelligence efforts.
• Examples of processes and definitions employed by organizations when creating their competitive intelligence function.