2015 Global Cyber Intelligence and Security Competitive Strategy Innovation and Leadership Award

Transcription

1 2015 Global Cyber Intelligence and Security Competitive Strategy Innovation and Leadership Award 2015

2 Contents Background and Company Performance... 2 Industry Challenges... 3 Strategy Innovation and Customer Impact... 4 Conclusion... 7 Significance of Competitive Strategy Innovation and Leadership... 8 Understanding Competitive Strategy Innovation and Leadership... 8 Key Benchmarking Criteria... 9 Best Practice Award Analysis for CYBERBIT... 9 Decision Support Scorecard... 9 Strategy Innovation Customer Impact Decision Support Matrix The Intersection between 360-Degree Research and Best Practices Awards Research Methodology Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices About Frost & Sullivan Frost & Sullivan We Accelerate Growth

3 Background and Company Performance Industry Challenges Much has been written about the growing importance of cyber security and the need for commercial, government and defense end users of cyber solutions to protect their assets and operations. Frost & Sullivan notes that cyber security is one of the major growth engines for the security and defense industry and is expected to remain an important segment in the future. The attractiveness of cyber security has drawn almost every major defense and security company to enter this market. Major defense and security integrators find that cyber security projects are, in many ways, similar to their core businesses. Furthermore, defense companies report to Frost & Sullivan that they properly understand that their defense and security clients look for comprehensive cyber security capabilities, and end users seek to be able to protect platforms (e.g., fighters and command and control systems) and infrastructure (e.g., military bases), from cyber-attacks as from other threats. However, Frost & Sullivan points out that entering this market appears to be a tricky and comprehensive move, with many challenges for the defense companies and with more than one potential market entry strategy to implement. A good entry strategy needs to take into consideration the type of clients to address, choosing a winning competitive advantage, deciding on the internal company structure, and so on. Some questions that defense companies ask regarding the cyber market are: Should a defense company focus on cyber under an existing operational unit, such as C4ISR, or should a company establish a whole new unit just for cyber operations? Is it wise to develop capabilities relying on the company s assets or to procure companies with cyber solutions and capabilities? What should be the focus market - defense or commercial? What are the implications of entering as a defense player into a completely commercial market? What should be bolded as the competitive advantage the integrations capability or the high-end cyber product? Naturally, the challenges and restrains are not over once a defense company successfully enters the market. This fast-moving market is constantly changing, which requires companies to react and sometimes to completely reinvent themselves in order to gain Frost & Sullivan We Accelerate Growth

4 more market share and to position themselves as a significant cyber defense player with the ability to provide high-end, top technology to its new and existing clients. Frost & Sullivan recognizes CYBERBIT formation as a key strategic move towards becoming a global leading cyber player as described in the following analysis. Strategy Innovation and Customer Impact Innovative Cyber Technology, Solution and Integrative Approach to Cyber Solutions Elbit Systems decided to focus on cyber technology a few years ago and has since constantly improved its cyber capabilities and offering. As Israel s biggest defense company, the company s management decided to enter the cyber security market with the main goal of becoming a local cyber leader and a significant global player. To implement the strategy successfully, the company has been constantly gaining more cyber capabilities; some through in-house research and development and some through acquisition of solutions and technologies. Potential clients comprise a wide range, from the defense sector to government entities and critical infrastructure and commercial companies. In its relatively short time operating in the cyber business, CYBERBIT has managed to own impressive, high-end, stand-alone products and fully integrated solutions that provide end-to-end capabilities to its intelligence and cyber security customers. The cyber security solution developed by CYBERBIT CyberShield Suite - provides a comprehensive suite of capabilities, combining between advanced malware detection and mitigation, across multi types of IT and SCADA networks, consisting of AnD (Analysis and Detection) for IT for identifying anomalies across the networks and detecting advanced persistent threats by using context-rich detection algorithms; AnD (Analysis and Detection) for SCADA for monitoring and protecting critical infrastructure networks, providing an operational safety and security status and alert mechanism; MnR (Mitigation and Response) for shortening event handling time and improving efficiency and accuracy of the response process while applying best practices and informed decision making; and TnS (Training and Simulation) for simulating attack scenarios and security breaches in a stand-alone environment in order to train cyber security professionals and decision makers on responding to a broad spectrum of cyber attacks. CYBERBIT has been earning major cyber deals in Israel firmly establishing itself as a local leader. The company won the largest cyber contract to Israel Defense Forces, a cyber project to the leading energy entity and a sizeable cyber project with Israel s largest bank. The local success helped the company to also achieve projects outside Israel, which gained global recognition and established the company as a significant global player. Frost & Sullivan We Accelerate Growth

5 A Winning Focus Establishing a New Cyber Subsidiary that Consolidates the Company s Efforts and Cyber Capabilities The continuing growth of its cyber operations and constant perusal of market needs and trends led Elbit to launch some internal structural changes and to establish a cyber company that consolidates all of Elbit s cyber and intelligence capabilities. The new subsidiary, named CYBERBIT, functions as a separate subsidiary of Elbit Systems, thereby bringing all operation in the cyber and intelligence markets under one roof. The decision of establishing a subsidiary is different from the way Elbit usually operates establishing operational units that focus on a specific segment. The main reason for establishing a subsidiary and not an operational unit was to ensure the flexibility to operate more freely in the global market, especially in the commercial, non-defense ones. Frost & Sullivan appreciates the fact that the new subsidiary benefits from Elbit s global operations, positioning, and brand, but at the same time, places itself as a separate company with its own success and goals, breaking into additional market segments. Acquiring Nice Systems Cyber and Intelligence Division to significantly enhance CYBERBIT s capabilities in the interception market and to Win the Division s Existing customers and Installed Base Systems turning CYBERBIT overnight a world leader in the Intelligence market In May 2015, it was announced that CYBERBIT would acquire Nice Systems Cyber and Intelligence division. This division offers solutions which provide law enforcement agencies and intelligence organizations tools to create communication intelligence. The division s yearly revenue in 2014 was upwards of tens of millions of dollars. Frost & Sullivan agrees that this bold and innovative strategic move is a game changer and has some significant implications. First, the procurement of Nice s cyber and intelligence division will strengthen CYBERBIT s cyber and intelligence capabilities in areas that are not in its core business or, historically, of Elbit Systems. This division s cyber and intelligence solutions are globally well known and complimentary to CYBERBIT s. The acquisition completes CYBERBIT s portfolio, and enables CYBERBIT to now provide customers end-to-end cyber and intelligence solutions and supply fully integrated solutions together with the ability to sell stand-alone cyber products to commercial end users. Second, the acquisition automatically creates a new cyber company that almost overnight owns a significant market share, thanks to Elbit s and Nice s existing and potential future clients. Frost & Sullivan We Accelerate Growth

6 Becoming a Real Commercial Cyber Player A Massive Entry into the Commercial Cyber Market Through the New Subsidiary Almost all major defense companies depend on their ability to sell and to integrate their cyber security solutions to both defense and non-defense clients. The reality is that a majority of the clients are defense and government-related clients, while commercial clients are a few major companies or entities that have a need for a high-end solution and integration and can afford such an expensive solution. In addition, it is difficult and even impossible for a major defense and security company to sell cyber products and not just projects, due to scale and profitability. This market focus creates a situation where the market for low-to-medium companies is almost never addressed and mainly not relevant. The Nice acquisition is a huge step toward makings its presence felt in the general commercial market, and the small and medium client markets, in particular. The ability to work with all types of companies and to be able to sell a product, in addition to full integration, puts CYBERBIT in a unique and superior position. Investing Heavily in Simulator Bringing the Technologies of Military Training to the Commercial World Over the last few years, Elbit has been investing heavily in training and simulation to train users and organizations against cyber attacks. The company owns a simulator that simulates attacks for the defense, government, and commercial markets. The cyber simulator exposes the trainees to a series of events and scenarios that could happen in reality in their organizational networks, thus learning about how real attacks are occurring and evolving, and how to detect, mitigate and respond to them. Among the major clients of the cyber simulator is ST (Singapore Technologies) company from Singapore;. Additional customers are 1 st TIER European, South American, and Israeli. Frost & Sullivan We Accelerate Growth

7 Conclusion From the time it recognized cyber security as one of the market s biggest potentials, Elbit system moved toward being Israel s leading cyber security provider and positioning itself as a significant global player. The implementation of the company s strategy reached a new peak of excellence when Elbit decided to form a new subsidiary and to procure one of the world s leading cyber and intelligence operations: Nice s cyber and intelligence division. This move has created a new significant player in the market- CYBERBIT. CYBERBIT leverages Elbit s knowledge and positioning in the defense market as well as Nice s positioning and experience in the commercial market. As a defense integrator, Elbit brings its time-tested strategy to the cyber world, offering its clients an even greater end-to-end solution. By procuring Nice s cyber and intelligence division, and forming CYBERBIT, CYBERBIT will be able to sell stand-alone products and solutions to smaller players. Through this strategy, CYBERBIT will be able to address clients from all sizes and from all market segments. Frost & Sullivan analysts see the creation of CYBERBIT as a unique and strategic move that will significantly increase Elbit s dominance, leadership and market share in the cyber market for both commercial and defense end users. With its strong overall performance, CYBERBIT has earned the 2015 Frost & Sullivan Global Competitive Strategy Innovation and Leadership Award. Frost & Sullivan We Accelerate Growth

8 Significance of Competitive Strategy Innovation and Leadership Any successful approach to achieving top-line growth must (1) take into account what competitors are, and are not, doing; (2) meet customer demand with a comprehensive, value-driven product or service portfolio; and (3) establish a brand that resonates deeply with customers and stands apart from other providers. Companies must succeed at these three things brand, demand, and positioning to achieve best-practice levels in competitive strategy. Understanding Competitive Strategy Innovation and Leadership Demand, brand strength, and competitive differentiation all play a critical role in delivering unique value to customers. This three-fold focus, however, must ideally be complemented by an equally rigorous focus on strategy innovation and customer impact. Frost & Sullivan We Accelerate Growth

9 Key Benchmarking Criteria For the Global Competitive Strategy Innovation and Leadership Award, Frost & Sullivan analysts independently evaluated two key factors Strategy Innovation and Customer Impact according to the criteria identified below. Strategy Innovation Criterion 1: Strategy Effectiveness Criterion 2: Strategy Execution Criterion 3: Competitive Differentiation Criterion 4: Executive Team Alignment Criterion 5: Stakeholder Integration Customer Impact Criterion 1: Price/Performance Value Criterion 2: Customer Purchase Experience Criterion 3: Customer Ownership Experience Criterion 4: Customer Service Experience Criterion 5: Brand Equity Best Practice Award Analysis for Elbit Systems Decision Support Scorecard To support its evaluation of best practices across multiple business performance categories, Frost & Sullivan employs a customized Decision Support Scorecard. This tool allows our research and consulting teams to objectively analyze performance, according to the key benchmarking criteria listed in the previous section, and to assign ratings on that basis. The tool follows a 10-point scale that allows for nuances in performance evaluation; ratings guidelines are illustrated below. RATINGS GUIDELINES The Decision Support Scorecard is organized by Strategy Innovation and Customer Impact (i.e., the overarching categories for all 10 benchmarking criteria; the definitions for each criteria are provided beneath the scorecard). The research team confirms the veracity of this weighted scorecard through sensitivity analysis, which confirms that small changes to the ratings for a specific criterion do not lead to a significant change in the overall relative rankings of the companies. Frost & Sullivan We Accelerate Growth

10 The results of this analysis are shown below. To remain unbiased and to protect the interests of all organizations reviewed, we have chosen to refer to the other key players as Competitor 1 and Competitor 2. DECISION SUPPORT SCORECARD FOR COMPETITIVE STRATEGY INNOVATION AND LEADERSHIP AWARD Measurement of 1 10 (1 = poor; 10 = excellent) Competitive Strategy Innovation and Leadership Strategy Innovation Customer Impact Average Rating Elbit Systems Competitor Competitor Strategy Innovation Criterion 1: Strategy Effectiveness Requirement: Strategy effectively balances short term performance needs with long-term aspirations and vision for the company Criterion 2: Strategy Execution Requirement: Adoption of best-in-class processes to support the efficient and consistent implementation of business strategy Criterion 3: Competitive Differentiation Requirement: Unique competitive advantages with regard to solution or product are clearly articulated and well accepted within the industry Criterion 4: Executive Team Alignment Requirement: The executive team is aligned on the organization s mission, vision, strategy and execution Criterion 5: Stakeholder Integration Requirement: Strategy reflects the needs or circumstances of all industry stakeholders, including competitors, customers, investors, and employees Customer Impact Criterion 1: Price/Performance Value Requirement: Products or services offer the best value for the price, compared to similar offerings in the market Frost & Sullivan We Accelerate Growth

11 Criterion 2: Customer Purchase Experience Requirement: Customers feel like they are buying the most optimal solution that addresses both their unique needs and their unique constraints Criterion 3: Customer Ownership Experience Requirement: Customers are proud to own the company s product or service, and have a positive experience throughout the life of the product or service Criterion 4: Customer Service Experience Requirement: Customer service is accessible, fast, stress-free, and of high quality Criterion 5: Brand Equity Requirement: Customers have a positive view of the brand and exhibit high brand loyalty Decision Support Matrix Once all companies have been evaluated according to the Decision Support Scorecard, analysts can then position the candidates on the matrix shown below, enabling them to visualize which companies are truly breakthrough and which ones are not yet operating at best-in-class levels. DECISION SUPPORT MATRIX FOR COMPETITIVE STRATEGY INNOVATION AND LEADERSHIP AWARD High Elbit Systems Competitor 3 Competitor 2 Customer Impact Low Low Strategy Innovation High Frost & Sullivan We Accelerate Growth

12 The Intersection between 360-Degree Research and Best Practices Awards Research Methodology Frost & Sullivan s 360-degree research methodology represents the analytical rigor of our research process. It offers a 360-degree-view of industry challenges, trends, and issues by integrating all 7 of Frost & Sullivan's research methodologies. Too often, companies make important growth decisions based on a narrow understanding of their environment, leading to errors of both omission and commission. Successful growth strategies are founded on a thorough understanding of market, technical, economic, financial, customer, best practices, and demographic analyses. The integration of these research disciplines into the 360-degree research methodology provides an evaluation platform for benchmarking industry players and for identifying those performing at bestin-class levels. 360-DEGREE RESEARCH: SEEING ORDER IN THE CHAOS Competitive Benchmarking Availability of Capital Demographics Buying Behavior Growth Strategies Economic Trends Industry Expansion Industry Evolution New Vertical Markets GeoPolitical Stability Growth Implementation Technology Obsolescence Emerging Technologies CEO Sustainability Disruptive Technologies New Business Cultures Smart Cities Career Development New Applications Segmentation Industry Convergence Country Risk Branding and Positioning Crowd Sourcing Competitive Strategy Needs and Perceptions Capital Investments Emerging Competition Frost & Sullivan We Accelerate Growth

13 Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices Frost & Sullivan Awards follow a 10-step process to evaluate Award candidates and assess their fit with select best practice criteria. The reputation and integrity of the Awards are based on close adherence to this process. STEP OBJECTIVE KEY ACTIVITIES OUTPUT 1 Monitor, target, and screen Identify Award recipient candidates from around the globe Conduct in-depth industry research Identify emerging sectors Scan multiple geographies Pipeline of candidates who potentially meet all bestpractice criteria 2 Perform 360-degree research Perform comprehensive, 360-degree research on all candidates in the pipeline Interview thought leaders and industry practitioners Assess candidates fit with best-practice criteria Rank all candidates Matrix positioning all candidates performance relative to one another 3 Invite thought leadership in best practices Perform in-depth examination of all candidates Confirm best-practice criteria Examine eligibility of all candidates Identify any information gaps Detailed profiles of all ranked candidates 4 Initiate research director review Conduct an unbiased evaluation of all candidate profiles Brainstorm ranking options Invite multiple perspectives on candidates performance Update candidate profiles Final prioritization of all eligible candidates and companion best-practice positioning paper 5 Assemble panel of industry experts Present findings to an expert panel of industry thought leaders Share findings Strengthen cases for candidate eligibility Prioritize candidates Refined list of prioritized Award candidates 6 Conduct global industry review Build consensus on Award candidates eligibility Hold global team meeting to review all candidates Pressure-test fit with criteria Confirm inclusion of all eligible candidates Final list of eligible Award candidates, representing success stories worldwide 7 Perform quality check Develop official Award consideration materials Perform final performance benchmarking activities Write nominations Perform quality review High-quality, accurate, and creative presentation of nominees successes 8 Reconnect with panel of industry experts Finalize the selection of the best-practice Award recipient Review analysis with panel Build consensus Select winner Decision on which company performs best against all best-practice criteria 9 Communicate recognition Inform Award recipient of Award recognition Present Award to the CEO Inspire the organization for continued success Celebrate the recipient s performance Announcement of Award and plan for how recipient can use the Award to enhance the brand 10 Take strategic action Upon licensing, company may share Award news with stakeholders and customers Coordinate media outreach Design a marketing plan Assess Award s role in future strategic planning Widespread awareness of recipient s Award status among investors, media personnel, and employees Frost & Sullivan We Accelerate Growth

14 About Frost & Sullivan Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve best in class positions in growth, innovation and leadership. The company's Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined research and best practice models to drive the generation, evaluation and implementation of powerful growth strategies. Frost & Sullivan leverages almost 50 years of experience in partnering with Global 1000 companies, emerging businesses and the investment community from 31 offices on six continents. To join our Growth Partnership, please visit Frost & Sullivan We Accelerate Growth