When developing a senior management market intelligence briefing, the writer must understand what interests them. Sounds obvious, but I have seen real examples of reports from the military in the field which were not read by anyone. 6 months and many millions of pounds were spent before anyone noticed the information was no longer required.
How much detail?
Also, you should understand how much detail the reader wants to see. Otherwise, the reader will gain no value from it. Do they want specific information? Alternatively, do they prefer a “high altitude” strategic level briefing with the ability to ask more detailed questions? The market intelligence brief should not be a regurgitation of media reports with associated hyperlinks.
The brief requires thought, not just media monitoring software. Leaders should ensure that the first thing they do each day/week is to study their intelligence briefing. It should form what they are doing and deciding that day/week.
However, there are still companies that don’t use market intelligence and rely on instinct and experience. Riding a bike blindfolded carrying a box of fresh eggs is easy to do until they hit a pothole in the road or have to turn a corner: bumps, bruises and egg on their face.
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Do you hear that? That’s the sound of your world changing. Of people connecting, contacts changing, customers needs evolving. And competitors disrupting your market.
You can’t slow it down. And you can’t avoid it. You can’t stop it.
But you can stay ahead by innovating, modernising and delivering what’s needed.
By knowing what’s happening next.
