{"id":8794,"date":"2021-02-09T16:51:52","date_gmt":"2021-02-09T16:51:52","guid":{"rendered":"https:\/\/www.pdsxchange.com\/?p=8794"},"modified":"2022-01-13T17:50:57","modified_gmt":"2022-01-13T17:50:57","slug":"intelligence-driven-demand-generation","status":"publish","type":"post","link":"https:\/\/www.frost.com\/events\/innovation\/intelligence-driven-demand-generation\/","title":{"rendered":"Intelligence-Driven Demand Generation – Navigating 3 Key States of Organizational Reaction to Disruption"},"content":{"rendered":"

\"Paul-Santilli\"By Paul Santilli
\nWorldwide OEM Industry Intelligence and Strategy,<\/em>
\nHewlett Packard Enterprise<\/p>\n

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To any data professional in the business of contributing to the growth of a company, it is a given that timely, relevant market, industry and competitive intelligence information is paramount, especially in today\u2019s disruption-driven environment. Seamless collection, analysis, taxonomy, strategy development and execution is essential, and doing this faster and more accurately than your competitor is a consistent recipe for success.<\/p>\n

But many companies are unable to fully harness the power of data, or to transform its nature into one that can actually serve the organization. Fundamental questions arise on its strategic importance, and the ability to implement and execute on its value given the multitudes of complex interactions between company operations, and organizational priorities and communications. This can lead to fragmented and incomplete execution of deliverables, and missed windows of opportunities to \u201cstrike while the iron is hot\u201d against competitive moves and disruptive industry shifts.<\/p>\n

Cultural Shifts<\/strong><\/p>\n

There are certainly shifts in organizational priorities and related culture on customer focus, product development, supply chain management and other highly susceptible processes under a \u201cperpetual disruptive\u201d microscope associated with the latest pandemic crisis. As I have constantly stated in my writings, given the new 4th<\/sup> Industrial Revolution context (and moreover with the COVID-19 implications), organizations are actually in a constant state of \u201cdisruption,\u201d whereas only the magnitude of the disruption can vary over time. Now culturally, we are all waiting to return to the \u201cnew normal.\u201d Unfortunately, no one can tell you what the \u201cnew normal\u201d is going to be; \u00a0there are as many perspectives in what this definition is comprised of as there are in the number of people giving the perspective! \u00a0I have never been comfortable with this \u201cnew normal\u201d terminology because it implies some sort of steady-state or constant behavior that should be perceived as being \u201ccomfortable and predictable.\u201d Viewing sociological and organizational dynamics in that light is myopic and outright dangerous.<\/p>\n

The current COVID-19 high-magnitude disruption has certainly affected everyone. But from an organizational sense, there are some companies that have been devastatingly affected, while others seem to \u201cweather the storm\u201d or even prosper under these conditions. And, given the nature of disruption as a whole, there is often little to no time of advance warning as to when, or how bad the magnitude is going to be. (Remember how the initial reaction to COVID-19 was to simply implement a 2-week \u201cflatten the curve\u201d universal response?)<\/p>\n

To this point, I recognize 3 states of organizational reaction to disruption:<\/strong><\/p>\n