Cellular Business Intelligence E-Book

Paulo Andreolli

• Herausgeber: Sá Editora
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 128

Veröffentlichungsjahr: 2019

Beschreibung

"The winners will be those who restructure the manner in which the information flows in their business." With this statement, Bill Gates gave us not only a forecast but also a heads-up. Maybe he already knew that the answer to bringing decisions forward could be written on a crumpled sheet of paper in the wastepaper basket in a room next door to the CEO's office. Anticipation may be in assorted issues left aside by forecasters, since it is in these issues that we may, potentially, find the indications of possible disruptions and innovations that may be of interest to the organization that is aware of what is going on around it. This is why this book is about survival. In the human body, survival is guaranteed by the intelligent cells, according to Bruce H. Lipton, cellular biologist, 2009 Nobel Prize winner and author of the best-selling book The biology of belief. According to Lipton, "these single cells analyze thousands of stimuli from the microenvironment they inhabit. Through the analysis of this data, cells select appropriate behavioural responses to ensure their survival". This book suggests the implemention of intelligent cells within companies. With them, we will encourage the future and survive.

Leseprobe

© 2017 by Paulo Andreoli

Also published in Portuguese/Brazil with the title Cellular Business Intelligence: uma questão de sobrevivência by Paulo Andreoli Editor, São Paulo, 2017.

Editorial project

Eliana Sá

Cover and graphic design

Silvia Massaro

Proofreader

Margô Negro

Conversion to ePub

SCALT Soluções Editoriais

Dados Internacionais de Catalogação na Publicação (CIP)

(Câmara Brasileira do Livro, SP, Brasil)

Andreoli, Paulo

Cellular Business Intelligence : a matter of survival / Paulo Andreoli ; foreword Raquel Janissek- Muniz ; English version Adolfo Carlos von Randow. — São Paulo : Ed. do Autor, 2017.

Bibliografia.

ISBN: 978-85-8202-075-3

1. Comunicação - Inovações tecnológicas 2. Comunicação nas organizações 3. Estratégia 4. Inteligência Antecipativa 5. Negócios 6. Sistemas de comunicação móvel 7. Tecnologia da informação e comunicação 8. Telefones celulares I. Janissek-Muniz, Raquel. II. Título.

17-08189 CDD-658.45

Índices para catálogo sistemático:

1. Comunicação corporativa : Administração 658.45

All the rights reserved to Paulo Andreoli Editor

[email protected]

SUPPORT:

This book is dedicated to the entrepreneurs, the CEOs, the corporate communication professionals and to my master and source of inspiration, Maurice Levy

SUMMARY

Foreword — Raquel Janissek-Muniz

Introduction

Chapter 1

What are you afraid of?

Chapter 2

Inverting the signals

Chapter 3

Information: the main intangible asset of the XXI Century

Chapter 4

Just a man

Chapter 5

A simple, low-cost and intelligent structure

Chapter 6

The differential in Cellular Business Intelligence - CBI

Chapter 7

Personnel preparation, CBI’s great challenge

CLOSING REMARKS

And when your dog wags his tail...

ACKNOWLEDGEMENTS

CBI TEAM

ABOUT THE AUTHOR

BIBLIOGRAPHIC REFERENCES

FOREWORD

The word “intelligence” comes from the Latin language. It originates from “intelligere”, comprising “intel”, which means “between” and “legere”, which means to know how to make a choice, to elect amongst several elements, to know how to read; the latter means to know how to put letters together. Therefore, intelligence is about knowing how to read between the lines, understanding, noticing, to notice and to know how to distinguish about certain issues. The verb to anticipate, in turn, has been borrowed from Latin, “antecipare”, which comprises “ante” (before) and “capere” (to take); meaning to advance, to do (something) before it is expected.

When we associate the two elements, what we have is the Anticipative Intelligence concept, which means to have the ability to imagine, from information elements observed within the organizational environment, one or several potential outcomes. To anticipate is to defend a universe in which the future is not fate, it is not laid out, established and forecast, and is not part of a trend, but can be put together progressively, according to our acts and decisions. It is also the result of the sense (understanding) and of our interpretations of its possible consequences.

This book, Cellular Business Intelligence, is also the result of a choice, of the ability to imagine and associate information elements observed throughout one’s life by someone who is experienced in creating a future that can be achieved. This book is the product of the associative aspiration of a professional who has market experience, talent in his bloodstream, and knowledge of the backstage practices in the corporate world.

Paulo Andreoli, with his communication talent, has long been engaged with Anticipative Intelligence, in an intuitive way, by recognizing and anticipating the impact of the power and decision-making interconnections amongst agencies, departments, clients, stakeholders and large government and private-sector organizations.

By putting together all that he learned throughout his career with the intent to improve on what he had been doing as second nature, Mr. Andreoli has sought, in theory, elements that could provide the underpinnings to his understanding of the theme. In Anticipative Intelligence he found the theoretical foundation to back his ideas up. And that is how I got involved with the process.

Having studied Anticipative Intelligence during my doctoral studies, under the aegis of Professor Humbert Lesca – a living legend – at Université Pierre Mendès-France in Grenoble, I returned to Brazil with ambitious plans. As I got off the plane I had a challenge in mind: I wanted to share, in Brazil, the knowledge I had acquired throughout four unforgettable years as a member of a French research team (veille-strategique.org).

My plan was to put together initiatives that would encompass the academic and the corporate communities. As a matter of fact, I have always believed that the association between academia and business should be one of the main goals behind scientific research efforts. Thus, it was a challenge for me to put on record, academically speaking, the empirical evidence found in the dynamic flow between science and business practice, while I tried to articulate scientific research as a relevant factor, as something recognized as valuable for the business environment.

Bearing this challenge in mind, I returned to the School of Business Administration of Universidade Federal do Rio Grande do Sul (UFRGS), where I started my post-doctoral studies. Such studies would kickstart my activities in the following years. A lot has been achieved since then! Research, projects, publication, lectures, courses, consultancy work... In this context, the Anticipative Intelligence concept grew exponentially, having been given a slingshot by our academic initiatives, some inroads into professional environments, and also, of course, due to the evolution of the understanding, on the part of corporations, of the importance of monitoring the environment through formal and structured intelligence processes.

But science thrives on economic stimulus, and I felt the academia – corporation bridge had to be strengthened. In fact, all of our research efforts, even though they were supported by numerous studies, sought for something that could reinforce the interaction amongst these worlds. Then Mr. Andreoli asked to see me. We had a conversation that was a perfect fit for my desire to get these two worlds together.

I believe we find room whenever we are ready to find new roads. The roads intersected, the conversations flowed, and a team was put together. Different views of the same issues came up, the awareness grew stronger, and a solution was developed. The results are manifold: a complementary understanding; a new concept that puts together the best from academia and the best from the entrepreneurial world, a solution that is not limited into itself, but rather, one which acquires more value as perception and cooperation come along; a new intelligence gateway: Cellular Business Intelligence (CBI).

This book, which Mr. Andreoli went ahead and organized, has been devised for those who believe the world evolves and the ensuing changes are more than inevitable. In fact, they are desirable! They also bring uncertainties, but following this evolution by careful and selected monitoring of anticipating signals is one way of surging ahead and maintaining a business with sustainability and perpetuity. Teams that are aware of the strategic importance of staying ahead of the market seek to keep their vantage point by supporting themselves on established Anticipative Intelligence processes.

For those who seek to delve deeper into the concept and into the vast theoretical underpinnings of the solution, free access is provided to the academic gateway (ieabrasil.com.br). If you are amongst those who seek practical application, you can follow the roadmap that wraps this well-articulated book together, enabling CBI to count on the best from academia and the best from the corporate world as far as intelligence is concerned. Academia benefits from the practical application of our research’s concepts. Corporations benefit from a unique and innovative Anticipative Intelligence approach. We all benefit from the endless loop and from continuous reinforcement provided by the scientific-economic stimulae. I am honored to participate in this project.

DR. RAQUEL JANISSEK-MUNIZ

INTRODUCTION

As a journalist and communicator, I always planned to write a book. To tell the truth, the first step would be to conclude a collection of short stories that I have been working on for over ten years. The stories tell bits and pieces of my life as seen by an old man called Natali, a character I created to honor a former fellow journalist who always urged me to create something, tapping away at the keyboard.

But it looks like Mr. Natali will have to wait a little longer to show his philosophy to the readers. According to my original plans, I should finish that first inroad into fiction in a small house on a mountaintop, after I leave the stress aful executive and entrepreneur routine behind.

Therefore, this book that you, dear reader, now have before your eyes, had not been a part of my plan. What prompted me to write it was a professional challenge that took place at a pivotal moment of my life as a corporate communication executive. Looking into the future, that one pieces together in the present, by relating and integrating issues that I evaluate in my agency and with my clients, a question overshadowed all fiction:

What is the future of public relations, corporate communications or corporate affairsagencies? What sort of outlook can we piece together to integrate such agencies into a world that has been changed by the digital revolution?

I hope this book provides the answers to these questions. I will begin it by telling my own story.

I established my first agency 23 years ago in a small, borrowed office, in Brooklin, a neighborhood in the South side of São Paulo. The office was not actually the agency, since I had not figured I would have one. I would say it was a place for me to stay. I would leave my house early in the morning and would go to that small office. Once there, I would sit at the desk, and from there, using a telephone, which, by the way, was also borrowed, I would keep in touch with my leads, seeking opportunities.

Less than a month later I realized that my earnings surpassed the salary I had been paid as the head of corporate affairs for one of the leading communication groups in Brazil, and probably also surpassed the earnings I would have achieved had I accepted the job that had been offered to me as an executive of a corporate group in the interior of the São Paulo state.

One must keep in mind that back then, in the early 1990s, we lived in a different world: there were no cellphones and the internet was still around the corner. We worked with limited resources. But when I established the agency I already envisioned communication as a part of a larger strategy in the business plan. And this was the beginning of Paulo Andreoli Corporate Affairs, which intended to use communication as a tool geared towards serving companies’ strategic interests. When we say communication, we mean the company’s relations with its various target audiences and various media, working at the core of the company, and not only as resource to be employed occasionally, such as events, products releases, conferences and other activities spread out throughout the fiscal year.

That was trail-blazing work around 1993, and, possibly, this view of the market was the reason for the overnight success of that small agency that was growing, and that provided good earnings for me, as well as profits for my clients. In this respect, the relationships I had forged with entrepreneurs and CEOs of large corporations throughout my press career were certainly key elements for what one could call success.

Outgoing as a reporter, brazen like an entrepreneur, and most likely, arrogant like a desperate person, I elbowed my way in, re-establishing contacts and marketing my services.

The people who agreed to see me, either out of sympathy or politeness, would generally schedule a meeting at the end of the day, a time which busy and polite people offer as a quota to unexpected visitors. Relaxed after a stressful day, executives would describe their problems, fears and expectations. Based on that frank and honest disclosure, I would return a few days later, bringing solutions or ideas that could be useful to dispel their concerns. Thus, without making much of an effort, and putting my expertise to work, I would sell what was an obvious thing to me. But that was an obvious thing that was unconcerned with the inner workings of corporate policy, unconcerned with the fear of making a mistake; it was an obvious thing from “an outsider”, with no preconceptions, blunt, and without a spark of magic.

I would be honest to say that oftentimes the solutions for the corporate problems were to be found within the company itself, hiding in corporate silos, and protected from view by trenches filled with people who held information, possibly hidden even by higher management.

Let’s face it, the corporate environment is not the best environment for the free flow of information, even the potentially strategic information. Corporations, even the large ones, at some point in time, function like local neighborhoods within small towns in the countryside: meetings are held within small corporate ghettos, people live from day to day by the force of gossip, they peek through the window to see the color of the new car in the garage next door. They do not value whoever is working on the other cubicle or the department next door. There is a continuous struggle for survival which may oftentimes obliterate others. For many people who live in this small enclosed world, competition is to be found amongst the ranks of the company itself.

It is understandable that many corporations invest millions in order to establish the highest-quality in-house environments, probably under the assumption that it is possible to encourage sharing amongst departments, for the common good. I am sure many large corporations have achieved significant results, even though I know very few cases. I would rather stick to the general guidelines used by Maurice Levy, for whom the rules are simple: “No silo, no solo, no Bozo”. In other words: no silos or groups; no single-handed work, no solitary geniuses, and no clowns.

Yes, there are clowns out there. And they are not to be found necessarily within circuses, which are few and far between these days. They may also be hiding within large corporations. And before you know it, they materialize unexpectedly to cause trouble. I could come up with a number of examples of the time during which there were no social networks in order to disclose their blunders within seconds. There was that case with in international airline captain who, upon deplaning at a Brazilian airport, was absent-mindedly approached by the local authorities. Irked, he showed his middle finger to the law-enforcement agent, unaware of the fact that he was having his picture taken. Next day the incident was front-page news on all main newspapers. This became an image crisis case. Just an employee in a bad mood.

How many such clowns do you know?

I cannot help but think of the communication teams trying to repair the reputation damage caused by these people. Recently, an executive well-known to me was unhappy due to the fact that he had lost a client. He blamed such loss on a competitor. He then posted an article on the internet. The article was in the format of a complaint. In the text, he compared his competitor, the founder or a leading communication group, to a brothel owner, and worse than that, he compared that group’s upper management team to a bunch of prostitutes!

Any communication professional, used to the so-called reputation crises, could think of hundreds of similar stories.