Competitive intelligence: how to acquire and use corporate by Douglas Burnhardt

By Douglas Burnhardt

What do you actually find out about your opponents, and strength rivals? What are the true threats what you are promoting faces within the subsequent years? What do your rivals learn 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 through sleek managers aren't that varied from these which governments care for. yet, while political decision-makers have lengthy relied upon their intelligence businesses to steer, or a minimum of make clear, their pondering with proof and research, so much 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 knowledge resources and, extra dangerously, a wide range of unchallenged assumptions approximately their businesses, their industries, and their markets. not often do you meet a supervisor in a position to solution the questions: What are your opponents attempting to notice approximately you? and the way are they doing it?

This document will equip managers with the mandatory frameworks to: o improve a transparent knowing of the position and price of intelligence in all parts of the method strategy of their companies o start up the production or upgrading of in-house intelligence and counterintelligence programmes o determine key intelligence themes o Use intelligence 'products' to lessen danger and accomplish aggressive virtue o Distinguish among tactical and strategic intelligence, and in flip larger relish the severe adjustments among operational effectiveness and strategic positioning

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Competitive intelligence: how to acquire and use corporate intelligence and counter-intelligence

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This involves first and foremost a strong competence and tradition in human-source intelligence (HUMINT) collection and analysis. How, specifically, intelligence staff go about collecting, processing and analysing HUMINT and other information sources is the subject of Chapter 5. CORE STRATEGY A company’s core strategy represents the centrepiece of its business model. It is, according to Hamel (2000), ‘the essence of how the firm chooses to compete’. ), the product/market scope of the organization (which customers will it seek to serve?

In practice, the most challenging aspect of defining KITs involves ongoing interaction between executives and CI staff. This is partly a function of good time management – are executives really too busy to turn their attention to protecting 33 Competitive Intelligence the future of the organization? But it is also related to the social – rather than technical – processes associated with the human dynamics between intelligence and management. If intelligence is to deliver useful, relevant results, it must enjoy direct access to decision-makers.

And when firms lose the strategic race too often, at best a few heads at the top start to roll, and at worst the lawyers and receivers are called in to preside over yet another corporate funeral. 23 3 Key intelligence topics ■ Introduction 27 ■ The process 28 ■ Decision topics ■ Key player topics ■ Warning topics ■ Counterintelligence topics 29 29 31 33 25 Key intelligence topics INTRODUCTION An effective intelligence system is user or policy driven; it exists for one purpose: to meet the decision-making needs of its consumers.

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