Lean and competitive intelligence

topic, right, at the next Markets and Markets conference is going to be lean and competitive intelligence, right? So you're recommending us to bring something new into competitive intelligence. So why exactly should we bring lean, or say agile, into competitive intelligence?

Yeah, that's, that's, that's a good question about why lean and competitive intelligence, because We talk a lot about information overload. We maybe talk less about work overload for CI professionals. What, what do I mean by that? We start doing a good job in competitive intelligence within any organization and the requests start to, to come our way. And very quickly, if you do a good job, you will be overwhelmed with those requests, and you don't know exactly how to prioritize which one goes first, which one goes second, etc. So this is just simple situation where organization is important, prioritization is important. And it happens that I was exposed to Lean methods and Agile, or Lean principles, Agile methodology, and things like that. And I was thinking, why not using it in, in Competitive Intelligence because it can really help, not just for the day-to-day work of CI professionals, but also to design new CI programs or optimize them, or sometimes maybe pivot or persevere for some CI program. Sometimes the CI program is here for a few years, it's producing some results, but it's not the best we can get from that program. So the idea is how to, to make sure that we are Let's say applying the Pareto rule, 20% of effort bring in the 80% of results. And this is what it is about when we apply lean to cut the noise or cut the waste of effort in competitive intelligence. All key intelligence topics are not created equal, and we need to make sure that we are really working on what can bring the most value for the organization and for customers. From an intelligence standpoint. And that comes— goes back to your point about bridging intelligence and business decisions. It's not about being an intelligence router or dealer of intelligence inside the organization. It's not just about disseminating the, the intelligence. It's about getting into that decision-making cycle where the intelligence analyzed well with some recommendations can really shape some business decisions to the best, uh, in the best interest for, for, of the organization. And we can do that if we are all the time running after requests. You can have requests from marketing, from sales, from products, from anyone in the organization. And the ultimate goal is to serve these teams, all of them, but in the right way and working on the most valuable thing. That, that's, that's what it is about when we're talking about lean principle and applied to, to, to competitive intelligence to help with that.