By Douglas Burnhardt
What do you actually learn about your opponents, and power opponents? What are the genuine threats your small business 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 hazards confronted by way of sleek managers are usually not that diversified from these which governments care for. yet, while political decision-makers have lengthy relied upon their intelligence firms to lead, or no less than make clear, their pondering with facts and research, so much executives have very little adventure 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. hardly do you meet a supervisor in a position to resolution the questions: What are your rivals attempting to detect approximately you? and the way are they doing it?
This record will equip managers with the required frameworks to: o enhance a transparent knowing of the function and price of intelligence in all components of the tactic means of their businesses o start up the production or upgrading of in-house intelligence and counterintelligence programmes o establish key intelligence subject matters o Use intelligence 'products' to lessen chance and accomplish aggressive virtue o Distinguish among tactical and strategic intelligence, and in flip greater relish the serious adjustments among operational effectiveness and strategic positioning
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Extra resources for Competitive intelligence: how to acquire and use corporate intelligence and counter-intelligence
32 Key intelligence topics Retail environment Are competitors planning to introduce any radical new approaches to in-store selling? COUNTERINTELLIGENCE TOPICS While the subject of counterintelligence is covered at some length in Chapter 9 of this briefing, it is essential that such topics are not overlooked or ignored as an essential component of the KIT process. Counterintelligence topics deal with at least four sets of important questions regarding the protection of a company’s knowledge assets: 1.
COMMUNICATE STRATEGY The successful implementation of strategy requires that it is communicated throughout the organization, as well as to the investment community and other stakeholders. How otherwise can a company’s workforce be expected to act with any degree of consistency, harmony and uniformity? Companies where not everyone is rowing in the same direction tend to find themselves stuck in the centre of their industry lake. But there are dangers in the widespread disclosure of certain elements of detail.
Counterintelligence topics. DECISION TOPICS Decision topics generally spring from current intelligence needs that arise in the various phases of the strategy process. They are characterized by an end-date – the intelligence deliverable is required within a certain pre-defined time (after which it has no intelligence value) – and can concern virtually any pending business decision or action. For example, topics might concern the development and implementation of strategic plans, capital expenditure likely to affect competitive positioning or issues related to joint ventures, acquisitions and divestitures.