Rodenberg Tillman & Associates executes the Two days International Master Class Strategic Intelligence twice per year for the European market. With the Six Building Blocks™ all aspects are covered to become successful in strategic management and strategic intelligence. Our Master Class is applicable for professionals, managers, and leaders in international business from all various company functions: sales, marketing, strategy, innovation, business development, research & development, technology, purchasing, human resources and beyond. Every business individual who can’t just rely anymore on…
The ‘Holy Grail’ in forecasting is 51%. Imagine if it could be increased to 65%+. It is seen as incredible. However, we managed to do this with the crime rates of the City of Chicago, with the price of the Bitcoin 4-6 weeks ahead of the game and with the turning point of the “bull” market into the “bear” market at Wall Street in October 2018. We offer similar solutions with many other topics, which no other what-so-ever predictive analytics…
Our Market Intelligence professionals give indepth answers on your questions and issues the company is facing or will face the next couple of years. We deliver the insights & foresights on the dynamic changes in your organization’s business environment and concerns markets – customers – consumers – technology – research & development – competitors, business development & innovation, legislation and beyond. Change and innovation come in over 65% of all cases from outside your traditional and current markets. Therefore we…
The most effective way for an organization to implement its Intelligence process is to create a physical or virtual (MI7™) Company Radar Room that will allow people to work efficiently within this process. We can design & implement custom made Company Radar Rooms for your organization.
Rodenberg Tillman & Associates created a state of the art Knowledge Platform named MI7™, this Platform allows for easy Retrieving, Storing, Managing, Visualizing, Collaborating and Communicating of knowledge within your organization. MI7™ can be seen as your virtual Central Radar Room and be integrated into a physical Central Radar Room.
We provide different kinds of Audits. The Strategic Audit is a systematic process to define the requirements of the intelligence process. The challenge is to develop an intelligence process that accomplishes the major objectives of avoiding surprises, identifying market opportunities and minimising threats.
Over the years Rodenberg Tillman & Associates have created many types of Intelligence Tools that are used during different parts of the services provided. Some of these tools are also available to you and your organization. We can give you access to these tools and educate on how to use and implement these within your organization.
As part of Rodenberg Academy™, we provide different Master Classes and Webinars, from beginners to experts in Intelligence. With a proven track record, Rodenberg Tillman & Associates Educational services is the No1. provider of Intelligence Education within Europe. After completing your course, each attendee, will receive its Rodenberg Academy Certificate, which is Recognized by SCIP.
As part of Rodenberg Academy, Rodenberg Tillman & Associates provide twice per month our Free Intelligence Briefs. In these Intelligence Briefs different kinds of subjects are covert which include Predictive Foresights on events to come and identified Black Swans, Gray Swans and Gray Rhinos.
“It has been great to learn the Intelligence Frameworks of Rodenberg Tillman & Associates and they should be adopted by every decision maker across the world”
“Together with Joseph Rodenberg and his team I was in the lead to introduce and implement Competitive Technology Intelligence at Shell and we created a great and simple Strategic Intent: To be the Best we must know the Rest”
“The people at Rodenberg Tillman & Associates are tough guys to work with, because they always ask the difficult questions and challenge our assumptions”
Increasingly, ‘experts’ limit themselves by just giving their opinion. We saw this happening when CNN broadcast their opinion about Trump and his connections with Russia two hours before the press conference at 5 pm on Wednesday 11th January, 2017. CNN’s ‘breaking news’ resulted in complete chaos.
In December 2016, Fortune Magazine published a ‘Blue-Ribbon List’ of some 34 companies, based on a combination of seven ratings from Fortune 500, Global 500, Best Companies to Work For, Change the World List, World’s Most Admired Companies, 100 Fastest-Growing Companies and Business Person of the Year.
In our strategic intelligence practices, we see many misunderstandings about strategy. Firstly, many of us see strategy as ‘strategy concepts’ such as SWOT-analysis, Five Forces, Value-Chain Strategy, Scenario Planning, Customer Loyalty, Core Competencies, Blue Ocean Strategy and others, many of which have largely faded after enjoying a few years of attention and acclaim. Secondly, strategy concepts too often conflate goals with ideas: they try to maximize speed, increase quality, maximize net promotor score, or expand growth horizons.
The world did not face many geopolitical tensions during the period from 1998 to 2008. After the fall of the Berlin Wall, we saw Pax Americana at its peak together with the Great Moderation: we experienced low inflation, low interest rates, stable economic growth, low rates of unemployment and the rise of the BRIC-countries.
It is fascinating to read these quotes by Nassim Nicholas Taleb, author of the bestselling “The Black Swan” and “Antifragile”. Taleb is speaking about the IYI, the Intellectual Yet Idiot, a product of modernity which has been accelerating since the mid-20th century, to reach its local maximum today, along with the broad category of people without skin in the game who have been invading many walks of life.
We estimate the amount of debt in the financial world to exceed the amount of global debt of US$ 152 trillion (company, consumer and government debt) by far. In business one makes strategic and business plans as result of one’s scenario plans, strategic war-mapping efforts and Grey Swan analyses with the aim of getting to the future first. However, the levels of volatility and uncertainty in 2016-2018 are extremely high, and force us to try and create maximum agility in our companies. Europe will face two large Grey Swans: the first is financial, and the second political; they might, in addition, reinforce one another.
We have listed twelve Grey Swans which we see as, some of, the driving forces which will weaken the economic climate across Europe.
In the fall of 2016, newspapers such as The New York Times and Financial Times published articles on the recovery of the economy. Is this really the case? It seems we cannot rely on these articles in these otherwise highly-regarded newspapers. From 2001 to 2016 the percentage of the upper-middle and middle class in the US fell from 63% to 51%. This means that some 25 million American economic lives crashed.
This statement comes from McKinsey publications in July and August 2016 on ‘income inequality’. This new reality means that a new generation of young people in Europe and the US risks ending up poorer than their parents. From 2005-2014 around 65-70% of the population faced flat or falling incomes. Prior to 2005, this percentage was just 2%. This means that 65-70% of the total population faced a lack of economic progress. The main causes were the aftermath of the 2008 financial crisis and the slow recovery that occurred since then. What are the implications?
It was interesting to read first about Unilever’s Consumer and Market Insights Group (CMI), and then Christensen’s comments that most companies spend too much time and money compiling data-rich models that make them masters of description but failures at prediction. Let us explain. Organizations now know more about their customers than ever before. Big-data analytics can provide an enormous variety and volume of customer information at unprecedented speed. Almost all companies have established structured, disciplined innovation processes and have brought in highly-skilled talent to run them. Structure is created to show correlations.
