The world’s third-largest bottler of a global drinks brand is responsible for the sale of over 2 billion unit cases annually, reaching 615 million people across 28 countries. The company was looking to take its Executive Search and overall Talent Sourcing model from “good to great”, and building a best-in-class Talent Intelligence and Competitor Insight function was a key element in this step change.
Whilst they understood the potential returns of building the function, the organisation was not sure of the best way to make it happen in terms of defining the scope and remit of the team, training staff members and understanding what capabilities, tools and processes to build, what to buy or what to borrow from other areas of the business.
The Challenge: Creating a best-in-class Competitor Intelligence function
Armstrong Craven were approached to help to develop and implement a solution that would support the organisation in upskilling and maximizing the existing team’s capability and provide a comprehensive roadmap for creating a best-in-class Competitor Intelligence function.
Due to the project’s truly bespoke nature, our process started with a full-day workshop with their talent acquisition leaders in order to better understand:
- the current team’s profiles and skills
- their corporate operating model
- access to technology and tools
- current processes and methodologies
- challenges and barriers to success
The aim of the workshop was to define the scope of Talent Intelligence and Competitor Insight, agree appropriate deliverables and build the business case.
Armed with a full understanding of the organisation's current capability & project requirements, Armstrong Craven developed and delivered a full roadmap for the Talent Intelligence and Competitor Insight function, based around two key pillars; Tactical Competitive Intelligence and Strategic Competitive Intelligence.
Tactical Competitive Intelligence
This focused on developing the capabilities of the existing team members to upskill and embed new expertise within a short time via training, access to new materials and data sources and defining processes. These were designed to be repeatable, low-intensity and impactful.
Strategic Competitive Intelligence
This focused on providing the foundations for developing a business case to create a world-class intelligence function that delivers ongoing impact beyond day-to-day talent activities. Recommendations were based on four key areas of consideration: People, Process, Technology and Data.
As part of the immediate work to develop the organisation's tactical intelligence capabilities, Armstrong Craven’s team conducted training workshops that covered the following:
- Presentation Training
- Career Conversations & Effective Questioning
- Data Capture & Survey Design
- Internet Research
We also developed a library of bespoke materials, templates and processes for each of these workshops and for their team to reference in future. Armstrong Craven also supported the internal team in delivering its first competitor intelligence project to further support the business case for investment and demonstrate the function's potential benefits.
“Both in previous companies and now I have had the pleasure of working with Armstrong Craven. Their company culture, professionalism and quality orientation is the right fit for organizations looking for excellent professional services and long-term partnerships. We have worked with AC on tactical and strategic research projects, and they have also supported us with building capability in our teams. We would certainly look to work with AC again in the future as a strategic talent partner.” - Group Executive Search Manager
Whether you are building a Talent Intelligence function from scratch, augmenting or upskilling an existing Talent Acquisition team, or looking to build on existing talent intelligence capabilities, we will develop a framework to help achieve your goals. To learn more, download our guide to Talent Intelligence or speak to our team today.