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» Products & Services » » Competitive and Business Intelligence » Structure and Alignment

Strategic Operations in Competitive Intelligence: Current and Future Trends Transforming CI

ID: PSM-390


Features:

9 Info Graphics

26 Data Graphics

320+ Metrics

9 Narratives


Pages: 43


Published: 2023


Delivery Format: Shipped


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Navigating the dynamic biopharma landscape requires locked-in Competitive Intelligence (CI), well-aligned and equipped with advanced capabilities.

This research - conducted by Best Practices, LLC - provides a comprehensive examination of the CI landscape, delivering benchmarks and actionable insights to power your organization's CI function. The reports probes the intricacies of a successful biopharma CI function, highlighting significant shifts observed in recent years and key priorities which will shape the future of Competitive Intelligence.

This report establishes benchmarks around the structures, resources, reporting mechanisms, performance metrics, and training needs of the Competitive Intelligence function within best-in-class biopharma manufacturers. Furthermore, this report provides critical insights relating to key activities, the utilization of Centers of Excellence, and the strategic implementation of artificial intelligence within the realm of CI.

Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Manufacturing; Biotech; Consumer Products; Medical Device; Biopharmaceutical; Chemical; Clinical Research; Laboratories


Companies Profiled:
Abbott; AbbVie; Bayer; BioMarin; Biotest AG; Cerevel Therapeutics; Clovis Oncology; CSL Behring; Daiichi Sankyo; Genentech; Ipsen; Kala Pharmaceuticals; Inc.; Novartis; Novo Nordisk; Paratek Pharmaceuticals; Pfizer; Regeneron; SCIEX; Sanofi; Servier; Takeda Pharmaceuticals; Vincerx Pharma

Study Snapshot

Best Practices, LLC engaged Competitive Intelligence leaders from 22 Life Science organizations in this study to uncover insights and lessons learned regarding their evolving CI operations.

Key topics covered in this report include:

  • Competitive Intelligence (CI) Evolution: Models, Reporting, Performance, and Structural Trends
  • Workforce Dynamics: Staffing, Activities, and Training Needs
  • AI Impact: Accelerated Integration in CI Organizations

Key Findings

Select key insights uncovered from this report are noted below. Detailed findings are available in the full report.

  • Shifting Competitive Intelligence (CI) Models: Decentralization on the Rise - The need for handling vast data sets with limited budgets is pushing most CI setups towards decentralization, especially in large organizations. Smaller to mid-sized pharmaceutical companies, however, still find centralized structures more effective.
  • New Generative AI Tools Enhance Data Gathering: With the rise of generative AI, CI professionals have seen a shift in required skills. While analytical abilities remain crucial—with only about a third of organizations rating their staff as excellent in data analysis—the use of AI has improved the ability to identify valuable insights within large data sets.
Table of Contents

Sr. No.
Topic
Slide No.
I.
Key Findings and TakeawaysPg. 4
II.
CI Models, Reporting, Performance, and Structure TrendsPg. 7
III.
CI Staffing, Activities, and Critical Training NeedsPg. 21
IV.
AI Snapshots: The Accelerating Use of AI Tools Transforming CI OrganizationsPg. 35
V.
Participant DemographicsPg. 39
VI.
About Best Practices, LLCPg. 43

    List of Charts & Exhibits

    I. Key Findings and Takeaways

    • Shift in CI operating model (2001–2023): A longitudinal view

    II. CI Models, Reporting, Performance, and Structure Trends

    • Competitive Intelligence functional leadership at large and small companies
    • Competitive Intelligence reporting hierarchy
    • CI reporting structures in large organizations
    • CI reporting structures in small companies
    • Competitive Intelligence group composition in large and small organizations
    • Current CI operating models in large and small companies
    • CI model evolution within the next 24 months
    • Reflections on changes to Competitive Intelligence operating models within the next 24 months
    • Pros and cons of current CI operating models
    • Most effective tactics used by CI groups to coordinate work, data, and analyses within the CI group and for stakeholders
    • CI budget sourcing in large and small organizations
    • Competitive Intelligence centers of excellence

    III. CI Staffing, Activities, and Critical Training Needs

    • Competitive Intelligence staffing levels
    • Key stakeholders of the Competitive Intelligence function
    • Conducted Competitive Intelligence activities at large companies
    • CI activity rankings at large companies
    • CI activity rankings at small companies
    • Competitive Intelligence leadership qualifications in large and small organizations
    • Most critical soft skills and training topics for development of a strong CI staff at large and small companies
    • Competitive Intelligence training delivery
    • Frequency of CI training
    • Competitive Intelligence training scope in large and small organizations

    IV. AI Snapshots: The Accelerating Use of AI Tools Transforming CI Organizations

    • Current implementation of AI within benchmark CI groups
    • Obstacles for AI integration
    • Voices from the field: AI implementation and gaps

    V. Participant Demographics

    • Geographic span of responsibility of the CI functions represented in the study
    • Roles and levels of CI benchmark partners
    • Primary therapeutic areas supported by benchmark CI functions