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By Dale Neef
What do you actually find out about your opponents, and strength opponents? What are the true threats your corporation faces within the subsequent years? What do your rivals learn 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 via glossy managers should not that various from these which governments take care of. yet, while political decision-makers have lengthy relied upon their intelligence firms to steer, or at the 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 wide range of unchallenged assumptions approximately their businesses, their industries, and their markets. not often do you meet a supervisor in a position to resolution the questions: What are your rivals attempting to become aware of approximately you? and the way are they doing it?
This file will equip managers with the required frameworks to: o advance a transparent figuring out of the position and cost of intelligence in all components of the method means of their enterprises o begin the construction or upgrading of in-house intelligence and counterintelligence programmes o establish key intelligence subject matters o Use intelligence 'products' to reduce threat and attain aggressive virtue o Distinguish among tactical and strategic intelligence, and in flip greater relish the serious alterations among operational effectiveness and strategic positioning
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Extra info for Competitive Intelligence: How To Acquire & Use Strategic Intelligence & Counterintelligence
Example text
It provides descriptors for the key assumptions on which strategy development is ultimately based. Intelligence has a critical, and especially challenging, role to play in the visioning phase of the strategy process. In essence, its job is one of performing a ‘reality check’. Does the vision correspond to what is possible (if not probable)? Is the vision unique – are there other players who imagine a similar future and their roles in shaping it? What obstacles are adversaries capable of placing in the way of achieving the vision?
Intelligence in support of day-to-day operations is important but clearly provides ‘less bang for the buck’ than strategic intelligence. A platoon commander ordered to take a position will certainly want to know the disposition and, if possible, intentions of enemy forces. A product manager can more effectively anticipate, or respond to, competitors’ promotional campaigns if he or she has some advance warning of what these might involve. In both instances intelligence can play a determining role in who wins the battle, but the costs associated with gaining the intelligence need to be carefully weighed against the expected value.
18 The strategy process INTELLIGENCE PROVIDES INSIGHT INTO COMPETITORS’ STRATEGIC INTENT Defining your own firm’s vision and strategic intent is one thing. But what about the opposition? Key questions that senior executives should be asking their intelligence teams to investigate and assess at the start of the strategy process are: ■ How do our competitors plan to ‘compete for the future’? ■ What is their vision, their strategic intent? ■ How committed are they to achieving their declared strategic objectives?