CI for the Boardroom

Your battlecards are great for sales. But what does the board need to know about competition?

What Boards Care About

Strategic Threats

Who could disrupt us?

What's the existential risk?

Where are we vulnerable?

Market Position

Are we gaining or losing share?

How does our win rate trend?

What's our competitive trajectory?

Investment Implications

Where should we invest to compete?

What's the competitive cost of not investing?

How are competitors investing?

The Board CI Brief

Format

One page maximum

Quarterly cadence

Forward-looking emphasis

Structure

**Competitive Position Summary** (2 sentences)

**Key Changes This Quarter** (3 bullets)

**Strategic Implications** (2 bullets)

**Recommended Actions** (2 bullets)

Example

Competitive Position: We maintain leadership in mid-market but face increasing pressure from [Competitor A] in enterprise and [Competitor B] in SMB.

Key Changes:

Competitor A raised Series D ($100M) to accelerate enterprise push

Competitor B launched free tier, threatening our SMB pipeline

Market consolidation: [Acquirer] bought [Target], signaling platform play

Implications:

Enterprise deals will require more proof points and longer cycles

SMB self-serve investment should accelerate

Recommendations:

Prioritize enterprise customer stories

Evaluate freemium response strategy

What to Avoid

Too Much Detail

Boards don't need to know every feature launch.

Opinion Without Data

Back claims with evidence.

Only Bad News

Include wins and progress.

No Action Items

Every insight should connect to a decision.

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