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It’s often said that our own internal colleagues are one of the best sources of information about competitors, customers, suppliers, etc. But between busy schedules, a globally dispersed workforce, and for the last year a largely remote one, getting relevant information from peers can be extremely challenging.

In this episode of SCIP IntelliCast, SCIP Board member Maureen Nail of Pfizer will share her lessons learned building and maintaining an internal intelligence network, balancing the need for “face time” with the realities of a demanding schedule..

While the average corporate C-suite has 24% more women than 5 years ago, significant gender disparities remain in many industries, functions and levels. For example, fewer than 20% of roles in fields like market intelligence, analytics, or data science are currently held by women.  Join us as we sit down with Zena Applebaum, Director of Customer Insights & Proposition Strategy at Thomson Reuters for an IntelliCast episode on women in CI. 

In this SCIP IntelliCast episode, we talk to former Nike strategy & innovation executive Savi Sharma about how Nike's growth strategy evolved during her time at the firm. When she joined Nike in 2000, it was a $9B company with fewer than 10,000 employees. Fast forward to 2021, where Nike is now a $40 billion company with over 80,000 employees and it continues to grow every day.

Savi will share how she witnessed Nike exhibit ambidexterity, balancing incubating new business models with running profitable operations; and seeing business models that started as bolt-ons eventually becoming integrated as key competitive advantages. 

Join SCIP and Proactive Worldwide President David Kalinowski for our latest SCIP IntelliCast episode.  This fast-paced session will feature moderated Q&A on managing the expectations of internal stakeholders during this unprecedented period. Sample questions include: 

• Why should we worry about managing expectations? What's the harm if we don't during the current crisis due to COVID-19 and the economic fallout?
• What specific expectations should we focus on and what are some practical steps we can take to address them?
• What positive results can we expect to see by properly managing stake holder expectations?

In this SCIP IntelliCast episode, we talk with SCIP Board member Jay Nakagawa of Dell about his experience leading a team of nearly 20 professionals. Jay will share lessons learned in transitioning from an individual contributor to a servant leader mindset.

He’s also share how he uses one-on-one meetings to keep his team supported, developing and focused. Finally, he’ll give examples of how viewing management as a deliberate discipline has helped him build an engaged, innovative, and productive team. 

Many have said that we're in a new normal, where the existing strategy and intelligence toolkit isn't up to the task. This fast-paced discussion, with Ben Gilad, Helen Rothberg, and Cam Mackey, skips the hype and buzzwords, and provides recommendations for executives looking to not just survive but thrive through uncertainty. Some of the issues we discussed include:

• Do you believe the “new normal” is here to stay?
• What effect does the pandemic (or any major disruption) have on traditional strategy frameworks?
• Are the “old tools” still effective in this “new normal”?
• What role can CI play in determining what trends/dynamics truly are a “New Normal”, vs. situational?

In our latest SCIP IntelliCast episode, we sit down with CI guru Ellen Naylor for:

• Tips on probing deeper on information requests to surface the real need
• Navigating difficult conversations on challenging subjects with internal/external stakeholders
• How to get intelligence from any conversation
• Elicitation best practices

This episode of SCIP IntelliCast with Babette Bensoussan is all about challenging ourselves with a fundamental question: Are You Making the Best Decisions? 

 Whether we're making decisions for ourselves or supporting decision makers with CI, we need to be familiar with the issues involved in decision making. This can range from biases and listening skills to limiting beliefs and interpretations. Often the issues in decision making are not the information or insights per se, but the way we interpret what we hear.