Why Firms Need Executive Intelligence not Social Monitoring

This is part one in a multi-part exploration of new developments in the field of executive intelligence.

Most large firms now monitor the web and social media for comments about their products. Graphs and charts detail the likes, shares, words, demographics and geography of an increasingly global customer base.

Many of these companies are not happy with the results.

Monitoring software generates a stream of summary statistics that paint an incomplete picture. You don’t get the clarity and confidence you need to make strategic decisions with this level of information. And you often miss some of the most critical insights than go well beyond a short-lived social media shower.

Firms need executive intelligence, from the C-suite to marketing, operations and even security.

A combination of targeted data science, human analysts and the right kind of data sources can yield useful, independently derived insights that enhance the decision-making process.

It’s important to note that the world of online information, from local media and chat groups to highly influential bloggers can significantly influence corporate reputations and highlight early warnings for operational risk. Typical monitoring programs often miss local attitudes toward plans for a new overseas factory, threats to supply chains, macro and geopolitical risks and even senior executive vulnerabilities.

Online activism has also increased in size, organization and effectiveness. Both Kraft and Subway changed ingredients in some of their food items based on successful online campaigns.

Rather than taking the initiative and promoting healthier eating they were caught off-guard and “forced” to make costly changes while repairing their brand image.

How can a firm move from basic monitoring to intelligence?

Start with topics of interest and drill down to specific questions you know you need answered. For example:

• Consumer Insight: What new Indian consumer preferences are gaining traction. How and why?
• Strategy: What risks threaten my Asia expansion plans?
• CSR: Is the firm actually meeting targets or are there significant gaps in policy and practice?

As your intelligence program matures many more insights will be uncovered that you didn't even know you could use.

Up next: Part 2 looks at how to build a successful intelligence capability.

For more commentary and analysis visit www.brianpklein.com. Also @brianpklein

Brian P. Klein is a global executive with nearly two decades of international business, economic and diplomatic experience. He has designed and provided corporate intelligence advisory services for Fortune 50 and large privately-held firms.