Hyperformance: Using Competitive Intelligence for Better by T. J. Waters

By T. J. Waters

Powerful concepts for outsmarting the contest and using higher bottom-line resultsIn this groundbreaking publication, T.J. Waters has became his event gathering and studying aggressive intelligence for the CIA into powerful recommendations for companies desirous to remain at the cutting edge in their industries. The publication describes a pragmatic strategy from making plans (identifying aggressive threats and deciding upon the assets had to counter them) via implementation (creating an organizational process) to execution (collecting key info and turning it into bottom-line results). The e-book is full of illustrative examples of businesses from start-ups to multi-nationals that experience used related recommendations successfully.Offers a key source for gaining aggressive virtue in tricky timesOutlines a confirmed procedure for making plans, enforcing, and executing a strategic plan for bottom-line resultsWritten by means of T.J. Waters who has mixed his intelligence services along with his years of commercial experienceThis publication basically indicates that it really is now not a query of changing into the subsequent Google, IBM, or Coca-Cola-it's all approximately understanding what your rivals are doing.

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His destination and direction are known, so the defending team simply has to throw the ball to the teammate closest to the runner in order to intercept him. There’s little uncertainty here. Contrast this with football. The eleven players on each team take the field together. When the ball snaps, all twenty-two players begin moving. Their actions are highly unpredictable. The routes taken vary widely from one play to the next, one quarter to the next, one game to the next. Each player’s activity can have a compounding effect on the activity of the other twenty-one.

It is generally a one-way street, with information moving in a single direction. Technology has exploited this ease. Although information is often expensive to create, it is simple to copy at little additional expense. Hence we see online newspapers, sports listings, classified advertising, and a subculture of one-to-many technologies such as Facebook. Contrast this with the act of communication, which is exchanging information. We listen and talk, a two-way exchange that is largely an auditory endeavor.

A leader who prefers the big picture shouldn’t be bogged down with details. If time is an issue, don’t wait until the end of the meeting to bring up a problem; start with it to ensure it is addressed. Maximize the interaction between strategy and intelligence to ensure the leader is prepared for the next meeting with her superiors. Leaders should expect intelligence professionals to ensure they are addressing the right problem. What may appear simple could actually be complex; what looks isolated may be endemic and growing.

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