CI professionals don’t have much to celebrate these days. Facing competition from the outside and inside -- the one occasion where true CI shines – war gaming – seems out of reach to many professionals.
They think it is expensive? It is not.
They think they need consultants and computers? They don’t.
They think it is a big deal, involving layers of approval and months of preparations? It is not.
What it is, is the most effective tool for quick, honest stress-testing of plans –product, market, or business unit’s strategy. It yields strategies that have a real chance of performing. It shutters blindspots. It gets people out of their comfort zone. It brings results. It brings CI to the center stage like no report or profile or project or newsletter can.
The key word is honest. Some managers play war games to cover their rear end. War gaming is way too intense a tool for window dressing. As a brand director of a Pharma unit said: “as brutal as this was, it is safe to say the market would have been much less polite.”
And to think that CI managers fail to come down the stairs in their own debutante party just because they don’t think they can do it in their companies. They can!
what kind of war games are out there
the principles of organizing war games based on role playing
what analytical tools do you use
what makes a war game a success or a flop
About Your Presenter
Ben Gilad, President and Founder/The Academy of Competitive Intelligence
Ben Gilad is a former strategy professor at Rutgers' School of Management in New Jersey and a former police intelligence officer in Israel. He is Founder of the Academy of CI (1996); Co-founder of the Fuld-Gilad-Herring Academy of CI in 1999; and author of 8 books (4 on CI), and 62 articles (43 on CI). Gilad received SCIP's Meritorious award in 1996 and was grateful for several years. His latest book is Business War Games (Career Press, 2008) which is outselling Harry Potter and the Bible combined. OK, so not really.