This is the training material of Competitive Intelligence. 136 Pages.
Competitive Intelligence is the life blood of strategy
The Ultimate Goal Of Each Intelligence Process Is To Facilitate Decision – Making That Leads To Action.
Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision - Making
Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating Environment Of The Company And Targeting All Levels Of Decision – Making.
3. Competitive Intelligence Can Be Defined As Knowledge And Foreknowledge
About The External Operating Environment
The Ultimate Goal Of Each Intelligence Process Is To
Facilitate Decision – Making That Leads To Action
5. The Intelligence Process Enables Turning Information Into Intelligence By
Processing It Via ……
Analysis….
6. The Intelligence Process Enables Turning Information Into Intelligence By
Processing It Via ……
Analysis….
Synthesis….
7. The Intelligence Process Enables Turning Information Into Intelligence By
Processing It Via ……
Analysis….
Synthesis….
Interpretation….
8. The Intelligence Process Enables Turning Information Into Intelligence By
Processing It Via ……
Analysis….
Synthesis….
Interpretation….
And Utilizing It In The Future – Oriented, “Decision – Making”
10. Competitive Intelligence Is Not Market Research Or Industrial Espionage
“Market Research” Focuses On Fulfilling A Specific Information Need Or Set
Of Needs, Intelligence Is A Completely Legal Ongoing Process Of Developing
A Holistic Picture Of The Operating Environment Including Competitors,
Customers And Markets
11. Competitive Intelligence Is Not Market Research Or Industrial Espionage
“Market Research” Focuses On Fulfilling A Specific Information Need Or Set
Of Needs, Intelligence Is A Completely Legal Ongoing Process Of Developing
A Holistic Picture Of The Operating Environment Including Competitors,
Customers And Markets
An Effective Intelligence Process Continuously
Contributes To An Organization’s Knowledge Base
And Leads To Cumulative Organizational Learning
12. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge
As The Intelligence Discipline Matures Within The Corporate Setting …..
13. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge
As The Intelligence Discipline Matures Within The Corporate Setting …..
And These New Terms Are …..
14. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge
As The Intelligence Discipline Matures Within The Corporate Setting …..
And These New Terms Are …..
Competitive Intelligence, Business Intelligence, Market Intelligence &
Corporate Intelligence
15. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge
As The Intelligence Discipline Matures Within The Corporate Setting …..
And These New Terms Are …..
Competitive Intelligence, Business Intelligence, Market Intelligence &
Corporate Intelligence
Are Often Used Interchangeably Or As Synonyms, While …..
16. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge
As The Intelligence Discipline Matures Within The Corporate Setting …..
And These New Terms Are …..
Competitive Intelligence, Business Intelligence, Market Intelligence &
Corporate Intelligence
Are Often Used Interchangeably Or As Synonyms, While …..
Strategic Intelligence, Customer Intelligence, Competitor Intelligence and
Technology Intelligence
17. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge
As The Intelligence Discipline Matures Within The Corporate Setting …..
And These New Terms Are …..
Competitive Intelligence, Business Intelligence, Market Intelligence &
Corporate Intelligence
Are Often Used Interchangeably Or As Synonyms, While …..
Strategic Intelligence, Customer Intelligence, Competitor Intelligence and
Technology Intelligence
Add A Dimension Of Specificity To The Subject
18. Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect,
Analyze And Disseminate Information That Supports Decision - Making
19. Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect,
Analyze And Disseminate Information That Supports Decision - Making
Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence
Activities Covering The Whole External Operating Environment Of The Company
And Targeting All Levels Of Decision – Making ….. Viz ……
20. Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect,
Analyze And Disseminate Information That Supports Decision - Making
Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence
Activities Covering The Whole External Operating Environment Of The Company
And Targeting All Levels Of Decision – Making ….. Viz ……
Strategic, Tactical And Operative
21. Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect,
Analyze And Disseminate Information That Supports Decision - Making
Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence
Activities Covering The Whole External Operating Environment Of The Company
And Targeting All Levels Of Decision – Making ….. Viz ……
Strategic, Tactical And Operative
The Key Goal Of CI Is To Facilitate More Effective Strategic
Planning And, As Such, It’s One Of The Most Important
Strategic Tools That Management Possesses
22. In Other Words, The Purpose Of The Intelligence Production Is To Put The Fragments
Of Information Into A Coherent Puzzle, A Picture Of The Forthcoming Future
23. In Other Words, The Purpose Of The Intelligence Production Is To Put The Fragments
Of Information Into A Coherent Puzzle, A Picture Of The Forthcoming Future
The Essential Notion, Again, Is That Information Is Turned Into Something That Can
Be Acted Upon
24. In Other Words, The Purpose Of The Intelligence Production Is To Put The Fragments
Of Information Into A Coherent Puzzle, A Picture Of The Forthcoming Future
While Information Is Factual, Consisting Of Numbers, Statistics And Scattered Bits Of
Data, Intelligence, On The Contrary, Is A Collection Of Pieces Of Information That
Have Been Filtered, Distilled And Analyzed
The Essential Notion, Again, Is That Information Is Turned Into Something That Can
Be Acted Upon
30. The Intelligence Pyramid
Although Information And Intelligence Are
Sometimes Used As Synonyms,
They Are At Different Levels Of The ‘Intelligence
Pyramid’
31.
32.
33.
34.
35.
36.
37. Eventually, All “Intelligence” Terms Refer To Using Systematic Methods To Collect,
Analyze And Disseminate Information That Supports Decision – Making
45. Investor
Relations:
Peer Group
Intelligence
CRM
Marketing & Sales:
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
Corporate
Planning & Business
Development:
Strategic
Intelligence
46. Investor
Relations:
Peer Group
Intelligence
CRM
Marketing & Sales:
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
47. Investor
Relations:
Peer Group
Intelligence
CRM
Marketing & Sales:
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
48. Investor
Relations:
Peer Group
Intelligence
CRM
Marketing & Sales:
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
All Decision Makers
Current Awareness
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
49. Investor
Relations:
Peer Group
Intelligence
Business Environment Trends & Critical Themes
CRM
Marketing & Sales:
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
All Decision Makers
Current Awareness
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
50. Investor
Relations:
Peer Group
Intelligence
Business Environment Trends & Critical Themes
Interest Groups & Other Market Players
CRM
Marketing & Sales:
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
All Decision Makers
Current Awareness
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
51. Business Environment Trends & Critical Themes
Industry
Intelligence
Interest Groups & Other Market Players
CRM
Marketing & Sales:
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
All Decision Makers
Current Awareness
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
Investor
Relations:
Peer Group
Intelligence
52. Investor
Relations:
Peer Group
Intelligence
Business Environment Trends & Critical Themes
Interest Groups & Other Market Players
Supplier Industry
Intelligence
Industry
Intelligence
CRM
Marketing & Sales:
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
All Decision Makers
Current Awareness
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
53. Business Environment Trends & Critical Themes
Interest Groups & Other Market Players
Supplier Industry
Intelligence
Industry
Intelligence
Marketing & Sales:
Supplier Industry
Intelligence
Investor
Relations:
Peer Group
Intelligence
CRM
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
All Decision Makers
Current Awareness
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
54. Investor
Relations:
Peer Group
Intelligence
Business Environment Trends & Critical Themes
Supplier Industry
Intelligence
Supplier
Intelligence
Industry
Intelligence
Marketing & Sales:
Supplier Industry
Intelligence
Interest Groups & Other Market Players
CRM
Customer
Intelligence
Corporate
Market &
Product
Intelligence
Communications:
Media Intelligence
All Decision Makers
Current Awareness
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
55. Investor
Relations:
Peer Group
Intelligence
Business Environment Trends & Critical Themes
Supplier Industry
Intelligence
Supplier
Intelligence
Industry
Intelligence
Supplier Industry
Intelligence
Competitor
Intelligence
Interest Groups & Other Market Players
CRM
Customer
Intelligence
Corporate
Communications:
Media Intelligence
Corporate
Planning & Business
Development:
Strategic
Intelligence
Marketing & Sales:
Market &
Product
Intelligence
All Decision Makers
Current Awareness
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
56. Business Environment Trends & Critical Themes
Supplier Industry
Intelligence
Supplier
Intelligence
Industry
Intelligence
Supplier Industry
Intelligence
Competitor
Intelligence
Interest Groups & Other Market Players
Customer
Intelligence
Investor
Relations:
Peer Group
Intelligence
CRM
Customer
Intelligence
Corporate
Communications:
Media Intelligence
Corporate
Planning & Business
Development:
Strategic
Intelligence
R & D
Technology
Intelligence
Sourcing:
Supplier
Intelligence
Marketing & Sales:
Market &
Product
Intelligence
All Decision Makers
Current Awareness
57. Scope
Investor
Relations:
Peer Group
Intelligence
CRM
Customer
Intelligence
Corporate
Communications:
Media Intelligence
Corporate
Planning & Business
Development:
Strategic
Intelligence
Industries
R & D
Technology
Intelligence
Business Environment Trends & Critical Themes
Supplier Industry
Intelligence
Supplier Intelligence
Industry Intelligence
Supplier Industry
Intelligence
Competitor
Intelligence
Interest Groups & Other Market Players
Customer
Intelligence
Sourcing:
Supplier Intelligence
Marketing & Sales:
Market &
Product
Intelligence
All Decision Makers
Current Awareness
Trends & Themes
Companies
Value Chain Dimension
66. Strategic Intelligence Is Seen As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating
Environment Of The Company And Targeting All Levels Of Decision – Making, i.e Strategic, Tactical And Operative
Strategic Intelligence
Competitive Intelligence
Market Intelligence
Events
Levels
Strategic Level
Competitive Level
Market Level
Past Present Future
69. In Order To Target Intelligence Efforts In A Coordinated Way, It Is Feasible To
Divide The Field Of Competitive Intelligence Into Elements That Correspond
To The Company’s Business Information Needs
70. In Order To Target Intelligence Efforts In A Coordinated Way, It Is Feasible To
Divide The Field Of Competitive Intelligence Into Elements That Correspond
To The Company’s Business Information Needs
This Way, Competitive Intelligence Efforts Can Be First Targeted At The
Most Critical Elements, While Development Regarding Less Critical
Elements Can Be Started In Later Phases
72. The Elements Of Competitive Intelligence Reflect Strongly The
Categorization Of Business Information Types
73. Scope
Business Environment Trends & Critical Themes
Supplier Industry
Intelligence
Supplier Intelligence
Industry Intelligence
Supplier Industry
Intelligence
Competitor
Intelligence
Interest Groups & Other Market Players
Customer
Intelligence
Trends & Themes
Industries
Companies
Value Chain Dimension
74. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As
Industry / Product Intelligence And Country Intelligence
75. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As
Industry / Product Intelligence And Country Intelligence
In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category
76. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As
Industry / Product Intelligence And Country Intelligence
In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category
While Most Of The Elements Concentrate On One Part Of The Value Chain, The Category “General
Trend Intelligence” Includes Business Information Types And Themes Along The Whole
Length Of The Value Chain
77. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As
Industry / Product Intelligence And Country Intelligence
In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category
While Most Of The Elements Concentrate On One Part Of The Value Chain, The Category “General
Trend Intelligence” Includes Business Information Types And Themes Along The Whole
Length Of The Value Chain
Similarly, The Category “Interest Group Intelligence” Covers Companies That Don’t Belong To The
Company’s Value Chain But Are Strongly Linked With It
78. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As
Industry / Product Intelligence And Country Intelligence
In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category
While Most Of The Elements Concentrate On One Part Of The Value Chain, The Category “General
Trend Intelligence” Includes Business Information Types And Themes Along The Whole
Length Of The Value Chain
Similarly, The Category “Interest Group Intelligence” Covers Companies That Don’t Belong To The
Company’s Value Chain But Are Strongly Linked With It
In This General Categorization, The Value Chain Only Includes Three Nodes But It Can Naturally Be
Extended At Both Ends
79. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material
Extraction
80. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material
Extraction
On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate
Business Drivers
81. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material
Extraction
On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate
Business Drivers
Yet Another Dimension To Consider Is Intelligence About End – Users
82. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material
Extraction
On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate
Business Drivers
Yet Another Dimension To Consider Is Intelligence About End – Users
On The Other Hand, An Organization May Trust That Its Customers Have Taken Their Own
Customers Into Account When Making Operative Business Decisions
83. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material
Extraction
On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate
Business Drivers
Yet Another Dimension To Consider Is Intelligence About End – Users
On The Other Hand, An Organization May Trust That Its Customers Have Taken Their Own
Customers Into Account When Making Operative Business Decisions
Thus, Sophisticated Customer Intelligence Will Likely Bring In Good Intelligence About The End -
Customers As Well
84. The Matrix Framework Is Useful When Considering Target Areas For A Company’s Competitive
Intelligence Development
85. The Matrix Framework Is Useful When Considering Target Areas For A Company’s Competitive
Intelligence Development
However, The Presented Framework Is Very Generic And It Should Always Be Adapted To Each
Company’s Specific Requirements
88. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle
89. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle
In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
90. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle
In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Process, Usually Called The Competitive Intelligence Cycle, Begins With Determining The
Intelligence Needs
91. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle
In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Process, Usually Called The Competitive Intelligence Cycle, Begins With Determining The
Intelligence Needs
The Cycle Includes Setting Goals, Obtaining Data, Comparing Information From Different Sources
And Estimating Possible Future Developments
92. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle
In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Process, Usually Called The Competitive Intelligence Cycle, Begins With Determining The
Intelligence Needs
The Cycle Includes Setting Goals, Obtaining Data, Comparing Information From Different Sources
And Estimating Possible Future Developments
Finally, The Results Have To Be Utilized In A Timely Fashion
94. Effective Intelligence Processes Set The Intelligent Customers, i. e. The Users, As The Starting Point
For The Entire Function
The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And
Delivered In A Form They Desire
95. Effective Intelligence Processes Set The Intelligent Customers, i. e. The Users, As The Starting Point
For The Entire Function
The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And
Delivered In A Form They Desire
Numerous Sources Need To Be Continuously Monitored In Order To Find The Appropriate Material
96. Effective Intelligence Processes Set The Intelligent Customers, i. e. The Users, As The Starting Point
For The Entire Function
The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And
Delivered In A Form They Desire
Numerous Sources Need To Be Continuously Monitored In Order To Find The Appropriate Material
Monitoring Can Be Seen As Continuous Surveillance Of Formal And Informal Sources, Whereas The
Actual Collection Calls For A More Specified Need
97. Effective Intelligence Processes Set The Intelligent Customers, i. e. The Users, As The Starting Point
For The Entire Function
The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And
Delivered In A Form They Desire
Numerous Sources Need To Be Continuously Monitored In Order To Find The Appropriate Material
Monitoring Can Be Seen As Continuous Surveillance Of Formal And Informal Sources, Whereas The
Actual Collection Calls For A More Specified Need
On The Other Hand, Active Monitoring Is Also Likely To Create New Needs
99. In Practice, Monitoring And Collection Are Overlapping Phases In The Intelligence Cycle
The Needed Information Calls For Active Gathering Measures Often Implemented By A Corporate
Library Function, Especially In The Case Of Using External Sources
100. In Practice, Monitoring And Collection Are Overlapping Phases In The Intelligence Cycle
The Needed Information Calls For Active Gathering Measures Often Implemented By A Corporate
Library Function, Especially In The Case Of Using External Sources
The Role Of Human Intelligence, i. e,. Intelligence That Is Not Documented But Possessed By
Individual Employees, Is Also Significant
101. Human Intelligence, Also Referred To As “Tacit Knowledge”, Seems To Set Organizations Apart
Regarding Their Intelligence Capabilities And, Eventually, Competitiveness
102. Human Intelligence, Also Referred To As “Tacit Knowledge”, Seems To Set Organizations Apart
Regarding Their Intelligence Capabilities And, Eventually, Competitiveness
Decision – Makers Generally Prefer A Timely Answer To A Totally Accurate Answer
103. Human Intelligence, Also Referred To As “Tacit Knowledge”, Seems To Set Organizations Apart
Regarding Their Intelligence Capabilities And, Eventually, Competitiveness
Decision – Makers Generally Prefer A Timely Answer To A Totally Accurate Answer
It Is Argued That Only 70 Percent Of The Delivered Intelligence Needs To Be Totally Accurate If It Is
Delivered On Time
114. Imagine There Are No Competitors For You In The Market!
Even, If They Are, Then You Have Read Them, Studied Them, Analyzed Them
& The Market, Utilized The Information Gathered And Acted In Tandem
With Your Core Business Strategy!
115. Imagine There Are No Competitors For You In The Market!
Even, If They Are, Then You Have Read Them, Studied Them, Analyzed Them
& The Market, Utilized The Information Gathered And Acted In Tandem
With Your Core Business Strategy!
Then There Is No Stopping You In Becoming The No. 1 Business Organization
In Your Industry Segment!
116. Imagine There Are No Competitors For You In The Market!
Even, If They Are, Then You Have Read Them, Studied Them, Analyzed Them
& The Market, Utilized The Information Gathered And Acted In Tandem
With Your Core Business Strategy!
Then There Is No Stopping You In Becoming The No. 1 Business Organization
In Your Industry Segment!
Because You Have Killed Your Competition!
119. Competitive Intelligence Is Not Market Research, Nor Is It Industrial Espionage
It Is A Completely Legal And Increasingly Essential Element In The Formulation Of Corporate
Competitive Strategy Which Provides The Decision – Maker With Invaluable Insight Into The
Competitor’s Capabilities And Intentions
120. Competitive Intelligence Is Not Market Research, Nor Is It Industrial Espionage
It Is A Completely Legal And Increasingly Essential Element In The Formulation Of Corporate
Competitive Strategy Which Provides The Decision – Maker With Invaluable Insight Into The
Competitor’s Capabilities And Intentions
It Serves As An Early Warning Of Future Events, Which May Have An Impact On Company
Performance
121. Competitive Intelligence Is Not Market Research, Nor Is It Industrial Espionage
It Is A Completely Legal And Increasingly Essential Element In The Formulation Of Corporate
Competitive Strategy Which Provides The Decision – Maker With Invaluable Insight Into The
Competitor’s Capabilities And Intentions
It Serves As An Early Warning Of Future Events, Which May Have An Impact On Company
Performance
While Market Research Often Focuses On Fulfilling A Specific Information Need Or Set Of Needs,
Intelligence Is An Ongoing Process Of Developing A Holistic Picture Of The Operating Environment
Including Competitors, Customers And Markets
122. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
123. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
For The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
124. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
For The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
125. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
For The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
The Key Stages Of This Cycle Are:
126. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
For The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
The Key Stages Of This Cycle Are:
Definition Of
Intelligence Needs
127. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
For The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
Collection Of Information And Continuous
Monitoring Of Various Sources
Definition Of
Intelligence Needs
The Key Stages Of This Cycle Are:
128. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
For The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
The Key Stages Of This Cycle Are:
Collection Of Information And Continuous
Monitoring Of Various Sources
Definition Of
Intelligence Needs
Processing The Collected
Information
129. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
For The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
The Key Stages Of This Cycle Are:
Collection Of Information And Continuous
Monitoring Of Various Sources
Definition Of
Intelligence Needs
Processing The Collected
Information
Analysis
130. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
For The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
The Key Stages Of This Cycle Are:
Collection Of Information And Continuous
Monitoring Of Various Sources
Definition Of
Intelligence Needs
Processing The Collected
Information
Analysis
Dissemination &
Storage
131. An Effective Intelligence Process Continuously Contributes To An Organization’s
Knowledge Base And Leads To Cumulative Organizational Learning
For The Transformation Of Data And Information Into Actionable Intelligence, A Process
Perspective Is Useful Given That A Continuous Chain Of Action Is Required
The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
The Key Stages Of This Cycle Are:
Collection Of Information And Continuous
Monitoring Of Various Sources
Definition Of
Intelligence Needs
Processing The Collected
Information
Analysis
Dissemination &
Storage Utilization
134. ……. Intelligence Is The Lifeblood Of Strategy
But Managerial Input, i. e. Adequate Planning And
Direction, Is Essential In Order To Initialize The Cycle
And Then Keep It Functional