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

By Douglas Burnhardt

What do you actually learn about your opponents, and power opponents? What are the genuine threats your online business faces within the subsequent years? What do your rivals 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 dangers confronted via sleek managers are usually not that diverse from these which governments take care of. yet, while political decision-makers have lengthy relied upon their intelligence enterprises to lead, or at the very least make clear, their considering with facts 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 realize approximately you? and the way are they doing it?

This document will equip managers with the required frameworks to: o increase a transparent realizing of the position and cost of intelligence in all parts of the tactic technique of their enterprises o start up the construction or upgrading of in-house intelligence and counterintelligence programmes o establish key intelligence themes o Use intelligence 'products' to reduce hazard and accomplish aggressive virtue o Distinguish among tactical and strategic intelligence, and in flip higher have fun with the severe adjustments among operational effectiveness and strategic positioning

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How committed are they to achieving their declared strategic objectives? How, and where, might their objectives conflict with ours? ■ What is the range of options open to us for dealing with unfolding new realities? The alternative to discovering the answers to these questions amounts to little more than trusting the organization’s fate to providence. Here the task of the intelligence team is not so much to report on competitors’ capabilities – these, anyway, are generally well understood by management – but to determine rivals’ core ambitions and intentions: intelligence that will only surface from information and opinions disclosed by a target firm’s key decision-makers, and those who, whether inside or outside the company, influence or enjoy privileged access to strategic ‘conversations’.

Estimative – ‘definitive’, longer-range analyses and judgments regarding subjects of the greatest concern to top management, including geopolitical and geoeconomic topics. 3. Warning – identification of developments – essentially threats – likely to have an immediate and adverse impact on organizational security, strategies or policy. 4. Research – concerned with medium- to longer-term competitor and other ‘key player’ issues. 5. Scientific and technical (S&T) – information and analysis on rivals’ scientific and technical developments and capabilities.

2. Resource allocation. Where resources are contributed by one department or business unit only, the problem is more likely to be tactical in scope. 3. Results. If the intelligence affects a single business, department, or function, it can usually be regarded as tactical. 4. Perception. The higher the organizational level concerned with the intelligence topic, the more it would tend to have strategic implications. 22 The strategy process TRACKING/MONITORING Intelligence is often the lone voice in the corporate wilderness that raises the alarm when ‘things aren’t going as planned’ or when the future isn’t quite unfolding as we might have expected or wished.

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