MBTI-based Creativity Index Effects Results when using the MBTI instrument are shown in the “MBTI-based Creativity Index Effects” figure. This shows that project leaders and team members in the high creative half of the sample (as measured by the MBTI instrument) outperform those in the bottom half according to the following success metrics: [...]
Assessment Tests The instruments used to assess the personalities involved are shown in the “Assessment Tests” figure. The two instruments that have been found to be most useful are the Myers-Briggs type indicator (MBTI) and the Kirton Adapter Innovator instrument (KAI). The MBTI can be used to also calculate both an MBTI based [...]
Typical Industrial Project Success Curve The personalities of individuals involved in the early stages of new business development have been found to be as important as a process itself by Greg Stevens and James Burley. New business development leaders and team members with Myers-Briggs type indicator scores that had preferences for intuition and [...]
As can be seen in the above sections, the role of the organizational or project leader is key to success when bringing an idea to market. Harlan Cleveland found that for the generalist leader, steepest part of the learning curve is not skills but attitudes. Those who presume to take the lead in [...]
A more detailed analysis is shown in the “Generational Differences Chart” figure, provided by WMFC. Generational Differences Charts Generational Differences Chart All technical and new business development teams, be they focused on project commercialization’s or strategic planning, have to take into account which generation will be the recipient of the work product or [...]
Assessing a Competitive Scenario When all tentative conclusions are taken together, an analyst creates a scenario. As mentioned above, in step six it is critical to double check for consistency and plausibility. In the “Assessing a Competitive Scenario” figure key steps and questions are listed for each element of the argument. The reasoning [...]
When it comes time to gather the information and start the analysis there are number of techniques which are helpful. One of the best general-purpose methodologies for intelligence analysis is Richard Heuer’s Analysis of Competing Hypotheses (ACH). First developed by Heuer between 1978 and 1986 while he was an analyst at the Central [...]
The CTI process has four parts: FOCUS - COLLECT - ANALYZE – ACT The big differences are: (1) It does not assume a data base exists, and often there is none. (2) It does not end with dissemination, which is enough when the CIA briefs a general or the president - you assume [...]
Competitive Assessment Process Hovis, and separately Langabeer were more direct in their definition of the process. In the “Competitive Assessment Process” figure, they’re more explicit that the information collected be actionable. Each of their stages focuses on the business impact of the competitive assessment. They advocated strongly that practitioners dive hard to figure [...]
The most important place to start any discussion of competitive intelligence is with the Code of Ethics by which to conduct such investigations. The Society of Competitive Intelligence Professionals has a solid decades old code. It is:• To continually strive to increase respect and recognition for the profession.• To pursue one’s duties with [...]
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