By Dale Neef
What do you actually find out about your rivals, and strength opponents? What are the true threats your enterprise faces within the subsequent years? What do your opponents find out about you, how did they know about it and the way are you able to cease them checking out extra? in lots of methods the demanding situations and hazards confronted by means of sleek managers will not be that various from these which governments take care of. yet, while political decision-makers have lengthy relied upon their intelligence enterprises to lead, or not less than 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 big selection of unchallenged assumptions approximately their businesses, their industries, and their markets. infrequently do you meet a supervisor capable of 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 required frameworks to: o enhance a transparent realizing of the function and cost of intelligence in all parts of the tactic technique of their businesses o begin the production or upgrading of in-house intelligence and counterintelligence programmes o establish key intelligence issues o Use intelligence 'products' to reduce hazard and attain aggressive virtue o Distinguish among tactical and strategic intelligence, and in flip higher delight in the serious transformations among operational effectiveness and strategic positioning
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Additional info for Competitive Intelligence: How To Acquire & Use Strategic Intelligence & Counterintelligence
Intelligence, in effect, seeks access to information other parties are trying to deny. The intelligence process is best understood in terms of the ‘intelligence cycle’, the five-phase model used in the US and other national security environments: 1. Planning and direction – where decision-makers’ intelligence needs are established. 2. Collection – the gathering of ‘all-source’ data and information from which finished intelligence is ultimately produced. 3. Processing and exploitation – the conversion of raw data – translation, for example – to forms suitable for the production of finished intelligence.
How aggressive in terms of drug development and marketing? g. MBTI1®)? – How do they perceive us? Our strategies and tactics? Of the four categories of KITs, topics regarding key players are arguably the least ‘actionable’. They are, however, important. Typically, in any ‘group of managers each [will] have a different mental model of [a] player and because of that, they tend to think and act differently concerning that player’ (Herring, 1999). One purpose of key player topics is to enable managers to develop a common, evidence-based understanding of the critical issues regarding target players.
Its application in the competitive intelligence domain involves carrying out remote psychological assessments of the leaders of ‘target’ firms. 34 Key intelligence topics Fig. 1 Key Intelligence Topics survey form KITs SURVEY Purpose To identify your Competitive Intelligence (CI) needs To understand how you would use intelligence To obtain your ideas and suggestions regarding how the intelligence function, or system, can best be developed by the company I. Intelligence Needs A. Decision-making (your area of responsibility) ■ Planned/future ■ Past examples ■ Sources of external information – written inputs – experts – personal network ■ Decision-making process: – within business unit/division – for the company ■ Suggestions to improve the quality of external information needed to make decisions B.
Competitive Intelligence: How To Acquire & Use Strategic Intelligence & Counterintelligence by Dale Neef