Competitive Intelligence: How To Acquire & Use Strategic by Dale Neef

By Dale Neef

What do you actually learn about your rivals, and power rivals? What are the true threats your enterprise faces within the subsequent years? What do your opponents find out about you, how did they learn about it and the way are you able to cease them checking out extra? in lots of methods the demanding situations and dangers confronted by way of sleek managers aren't that diverse from these which governments take care of. yet, while political decision-makers have lengthy relied upon their intelligence businesses to steer, or a minimum of make clear, their considering with facts and research, such a lot executives have very little event with the method or items of intelligence.

Managers for the main half function in an intelligence vacuum, depending upon their own networks of data assets and, extra dangerously, a big selection of unchallenged assumptions approximately their businesses, their industries, and their markets. infrequently do you meet a supervisor in a position to solution the questions: What are your opponents attempting to detect approximately you? and the way are they doing it?

This document will equip managers with the required frameworks to: o increase a transparent knowing of the position and price of intelligence in all components of the method means of their agencies o start up the production or upgrading of in-house intelligence and counterintelligence programmes o establish key intelligence issues o Use intelligence 'products' to reduce threat and accomplish aggressive virtue o Distinguish among tactical and strategic intelligence, and in flip greater take pleasure in the severe changes among operational effectiveness and strategic positioning

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Extra info for Competitive Intelligence: How To Acquire & Use Strategic Intelligence & Counterintelligence

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27 Competitive Intelligence ■ How, in effect, do we identify and define the legitimate intelligence needs of management? Intelligence serves to help management advance and defend the strategic interests of the firm. But since few, if any, companies are prepared to write a blank cheque for intelligence operations – and indeed there is no compelling reason why they should – intelligence cannot support the needs of all managers at all times. Intelligence resources, unsurprisingly, are limited; despite what many CI personnel would wish to believe, intelligence is not a bottomless well from which all in the company may drink without regard to financial limitations.

This means executives cooperating with intelligence in semi-formal interview sessions. And this means feedback: intelligence cannot add, or continuously upgrade, its ‘value added’ to organizational decision-making if it does not know how its product is used and perceived by managers. Although well established CI departments do, over time, develop a competence in anticipating intelligence requirements, their focus can very soon become ‘academic’ if not subject to the rigour that stems from ‘being close to the customer’.

Organization Intelligence is also organization. It is the firm’s formal intelligence system, or architecture. Some 20 years ago Porter noted that ‘Compiling the data for a sophisticated competitor analysis probably requires more than just hard work … To be effective, there is the need for an organised mechanism – some sort of competitor intelligence system – to ensure that the process is efficient’ (Porter, 1980). This observation is no less valid today. We discuss setting up a company’s intelligence system in Chapter 7.

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