By Dale Neef
What do you actually learn about your opponents, and power rivals? What are the genuine threats your small business faces within the subsequent years? What do your opponents 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 dangers confronted by way of smooth managers are usually not that diversified from these which governments care for. yet, while political decision-makers have lengthy relied upon their intelligence corporations to steer, or no less than make clear, their considering with proof and research, such a lot 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. not often do you meet a supervisor in a position to solution the questions: What are your opponents attempting to notice approximately you? and the way are they doing it?
This file will equip managers with the mandatory frameworks to: o strengthen a transparent realizing of the position and cost of intelligence in all parts of the method means of their companies o begin the construction or upgrading of in-house intelligence and counterintelligence programmes o determine key intelligence issues o Use intelligence 'products' to reduce chance and accomplish aggressive virtue o Distinguish among tactical and strategic intelligence, and in flip higher delight in the severe ameliorations among operational effectiveness and strategic positioning
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Extra info for Competitive Intelligence: How To Acquire & Use Strategic Intelligence & Counterintelligence
What must our firm protect? 2. What are our competitors (or foreign government agencies) trying to discover about us? And why? 3. How are they trying to do it? 4. What can we do, and what are we doing, to reduce their chances of getting it? What legitimate denial and deception tactics might we employ to safeguard our proprietary information? Despite an overwhelming set of evidence that should frighten any reasonable manager into taking counterintelligence seriously (see, for example, ASIS/PwC LLP, 1999), it is our experience that, in Europe at any rate, most managers cannot answer the first two questions.
Business is not a horse race – if it becomes obvious that we are going to lose the contest we must reassess the position and either do something differently or withdraw. In business, as in warfare, retreat is often the better part of valour. Finally, one of the greatest errors made by managers is to assume that competitive intelligence is somehow a subset of marketing intelligence or research, and that the scope of its activities is, and should therefore be, limited to marketing support. We have argued, on the other hand, that intelligence has a critical role to play in each phase and in every element of the strategy process.
How do we identify and define the critical decision challenges and information gaps? Competitive intelligence professionals refer to these topics as ‘key intelligence topics’ (KITs). This term was originally coined by Jan Herring, a former National Intelligence Officer for the directorate of Science and Technology at the US Central Intelligence Agency and later the director of Motorola’s intelligence programme, and from whom much of our own thinking on the subject is based. The aim of this chapter is to make it clear how executives should think about their intelligence requirements, and decide what they really need and should expect from their intelligence staff.