The Nature of Strategic Intelligence

2009 ◽  
pp. 1-19 ◽  
Author(s):  
Mark Xu ◽  
Roland Kaye
Keyword(s):  
Technology Development ◽  
External Environment ◽  
Radar System ◽  
Competitive Intelligence ◽  
Strategic Information ◽  
Intelligence Gathering ◽  
Scanning Process ◽  
Strategic Intelligence

This chapter discusses the nature of strategic intelligence and the challenges of systematically scanning and processing strategic information. It reveals that strategic intelligence practice concentrates on competitive intelligence gathering, non-competitive related intelligence have not yet been systematically scanned and processed. Much of the intelligence is collected through informal and manual based systems. Turning data into analyzed, meaningful intelligence for action is limited to a few industry leaders. The chapter proposed a corporate intelligence solution, which comprises of three key intelligence functions, namely organizational-wide intelligence scanning, knowledge enriched intelligent refining, and specialist support. A corporate radar system (CRS) for external environment scanning, which is a part of the organizational-wide intelligence scanning process is explored in light of latest technology development. Implementation issues are discussed. The chapter develops insight of strategic intelligence, and the solution could significantly enhance a manager’s and a company’s sensibility and capability in dealing with external opportunities and threats.

The Nature of Strategic Intelligence, Current Practice and Solutions

2007 ◽  
pp. 36-54 ◽  
Author(s):  
M. Xu ◽  
R. Kaye
Keyword(s):  
Current Practice ◽  
Technology Development ◽  
External Environment ◽  
Radar System ◽  
Competitive Intelligence ◽  
Strategic Information ◽  
Intelligence Gathering ◽  
Scanning Process ◽  
Strategic Intelligence

This chapter discusses the nature of strategic intelligence and the challenges of systematically scanning and processing strategic information. It reveals that strategic intelligence practice concentrates on competitive intelligence gathering, non-competitive related intelligence have not yet been systematically scanned and processed. Much of the intelligence is collected through informal and manual based systems. Turning data into analyzed, meaningful intelligence for action is limited to a few industry leaders. The chapter proposed a corporate intelligence solution, which comprises of three key intelligence functions, namely organizational-wide intelligence scanning, knowledge enriched intelligent refining, and specialist support. A corporate radar system (CRS) for external environment scanning, which is a part of the organizational-wide intelligence scanning process is explored in light of latest technology development. Implementation issues are discussed. The chapter develops insight of strategic intelligence, and the solution could significantly enhance a manager’s and a company’s sensibility and capability in dealing with external opportunities and threats.

The Nature of Strategic Intelligence, Current Practice and Solutions

2011 ◽  
pp. 1-19 ◽  
Author(s):  
Mark Xu ◽  
Roland Kaye
Keyword(s):  
Current Practice ◽  
Technology Development ◽  
External Environment ◽  
Radar System ◽  
Competitive Intelligence ◽  
Strategic Information ◽  
Intelligence Gathering ◽  
Scanning Process ◽  
Strategic Intelligence

This chapter discusses the nature of strategic intelligence and the challenges of systematically scanning and processing strategic information. It reveals that strategic intelligence practice concentrates on competitive intelligence gathering, non-competitive related intelligence have not yet been systematically scanned and processed. Much of the intelligence is collected through informal and manual based systems. Turning data into analyzed, meaningful intelligence for action is limited to a few industry leaders. The chapter proposed a corporate intelligence solution, which comprises of three key intelligence functions, namely organizational-wide intelligence scanning, knowledge enriched intelligent refining, and specialist support. A corporate radar system (CRS) for external environment scanning, which is a part of the organizational-wide intelligence scanning process is explored in light of latest technology development. Implementation issues are discussed. The chapter develops insight of strategic intelligence, and the solution could significantly enhance a manager’s and a company’s sensibility and capability in dealing with external opportunities and threats.

BSC-SI

2016 ◽  
Vol 5 (2) ◽  
pp. 1-14
Author(s):  
Mouhib Alnoukari ◽  
Rakan Razouk ◽  
Abdullatif Hanano
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Competitive Advantages ◽  
Corporate Strategies ◽  
Strategic Intelligence ◽  
Flexible Organizations ◽  
Corporate Strategic Management ◽  
The Impact

Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to implement systemically their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. In this article, the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. They will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, the authors will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.

scholarly journals COMPETITIVE INTELLIGENCE PRACTICES IN BRAZIL: AN EXPLORATORY STUDY

Mousaion ◽  
2016 ◽  
Vol 32 (1) ◽  
pp. 84-97
Author(s):  
Adeline Du Toit ◽  
Nisha Sewdass
Keyword(s):  
Exploratory Study ◽  
Survey Methodology ◽  
External Environment ◽  
Analytical Techniques ◽  
Global Environment ◽  
Competitive Intelligence ◽  
Management Tool ◽  
Strategic Choices ◽  
Current State ◽  
Analyse Data

Competitive intelligence (CI) as a strategic management tool is essential for organisations in developing countries. This article provides an overview of the current state of CI in Brazil. A questionnaire survey methodology was used where questionnaires were administered to CI professionals in organisations in Brazil. Only 46.1 per cent of the organisations indicated that they cope above average with changes in the external environment and the majority of the respondents strongly agreed that the CI function assists to quantify/ qualify strategic choices. The respondents do not use sophisticated analytical techniques to analyse data. It is recommended that organisations in Brazil should seek to engage proactively with the global environment by revising their strategic priorities. They need to redress critical competitiveness issues, most notably the establishment of the CI function as a strategic tool.

Review on critical technology development of avian radar system

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Weishi Chen ◽  
Yifeng Huang ◽  
Xianfeng Lu ◽  
Jie Zhang
Keyword(s):  
Technology Development ◽  
Time Integration ◽  
Radar System ◽  
Content Type ◽  
Advantages And Disadvantages ◽  
Detection And Tracking ◽  
Critical Technology ◽  
Long Time ◽  
Long Time Integration ◽  
Target Characteristics

Purpose This paper aims to review the critical technology development of avian radar system at airports. Design/methodology/approach After the origin of avian radar technology is discussed, the target characteristics of flying birds are analyzed, including the target echo amplitude, flight speed, flight height, trajectory and micro-Doppler. Four typical airport avian radar systems of Merlin, Accipiter, Robin and CAST are introduced. The performance of different modules such as antenna, target detection and tracking, target recognition and classification, analysis of bird information together determines the detection ability of avian radar. The performances and key technologies of the ubiquitous avian radar are summarized and compared with other systems, and their applications, deployment modes, as well as their advantages and disadvantages are introduced and analyzed. Findings The ubiquitous avian radar achieves the long-time integration of target echoes, which greatly improves detection and classification ability of the targets of birds or drones, even under strong background clutter at airport. In addition, based on the big data of bird situation accumulated by avian radar, the rules of bird activity around the airport can be mined to guide the bird avoidance work. Originality/value This paper presented a novel avian radar system based on ubiquitous digital radar technology. The authors’ experience has confirmed that this system can be effective for airport bird strike prevention and management. In the future, the avian radar system will see continued improvement in both software and hardware, as the system is designed to be easily extensible.

BSC-SI, A Framework for Integrating Strategic Intelligence in Corporate Strategic Management

2016 ◽  
Vol 7 (1) ◽  
pp. 32-44
Author(s):  
Mouhib Alnoukari ◽  
Rakan Razouk ◽  
Abdullatif Hanano
Keyword(s):  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Corporate Strategies ◽  
Strategic Intelligence ◽  
Flexible Organizations ◽  
Corporate Strategic Management ◽  
The Impact

Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to systemically implement their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. This manuscript per the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. It will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, it will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.

E-HRM’s Impact on an Environmental Scanning Process

2010 ◽  
Vol 6 (3) ◽  
pp. 53-66
Author(s):  
Manel Guechtouli
Keyword(s):  
Empirical Study ◽  
Communication System ◽  
Environmental Scanning ◽  
Complex Environment ◽  
Strategic Information ◽  
Scanning Process ◽  
Hr Management ◽  
Human Attention ◽  
Communication And Coordination ◽  
Management Issues

This paper examines HR Management issues in Environmental Scanning (ES) process. Although literature claims that selecting information in this kind of processes is central, the authors are using the concept of “intelligent filters” (Simon,1983) to understand how human attention can be managed for selecting strategic information in a complex environment. The author examines HR executives and the way they deal with issues related to ES and focuses on an empirical study in a big technological firm, where the use of an internal reporting and communication system (the weekly) was studied. This author finds that this particular system can be considered as an “intelligent filter”, requiring both human and technological resources. Finally, suggestions that the system is used by HR executives in order to organize communication and coordination in an ES process but also to increase the participation and involvement of all employees in such a process are made.

Competitive Intelligence and Performance of Microfinance Banks (MFBs) in Nigeria

2020 ◽  
pp. 23-30
Author(s):  
Fabian Chinedu Osita ◽  
Hope Ngozi Nzewi ◽  
Chigozie Chinonso Ojimba ◽  
Chimezie Ifechukwu
Keyword(s):  
Regression Analysis ◽  
Data Analysis ◽  
Primary Source ◽  
Descriptive Statistics ◽  
Competitive Intelligence ◽  
P Value ◽  
Strategic Intelligence ◽  
Study Population ◽  
And Performance ◽  
Level Of Significance

The sustainability issues faced by microfinance banks (MFBs) in Nigeria necessitated this study to examine the effect of competitive intelligence on performance of MFBs in Nigeria. The study adopted the use of survey research design. The study population was made up of 112 employees of 28 MFBs. Primary source of data collection was deployed (questionnaire) and reliability was done using Crombach Alpha with a reliability statistic of .899. Descriptive statistics (mean) and inferential statistics (regression analysis) at 5% level of significance was adopted for data analysis and test of the hypothesis respectively. The result revealed that strategic intelligence indeed had a statistically significant relationship with the performance of MFBs in Nigeria (r =.863; R-Square = .746; F = 284. p-value < 0.05). It was, therefore, concluded that the environment of business is increasingly becoming more dynamic by the day, hence, the need to keep an eye on it to stay relevant in business.

An Integrative Framework for Strategic Intelligence

2010 ◽  
Vol 1 (4) ◽  
pp. 1-18 ◽  
Author(s):  
Mark Xu ◽  
G. Roland Kaye
Keyword(s):  
Literature Review ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Competitive Intelligence ◽  
Integrative Framework ◽  
Strategic Intelligence ◽  
Intelligence Activity ◽  
Insight Into

This paper defines strategic intelligence as a distinct organisational resource that differs from competitive intelligence (CI) and business intelligence (BI). A literature review unfolds a number of deficiencies in intelligence practice and systems. The findings, based on a case study, suggest that there is a lack of systematic scanning, analysing and support for strategic intelligence. An integrative framework is proposed to guide and improve strategic intelligence activity, which comprises of Key External Intelligence (KEI) and internal Key Performance Indicators (KPI). Implementation issues are discussed. The paper develops novel insight into strategic intelligence, and the proposed solution has implications on enhancing managers’ and an organisations’ sensibility and capability by detecting and responding to emerging strategic signals.

Competitive Intelligence Gathering

2010 ◽  
pp. 103-111 ◽  
Author(s):  
Kevin R. Parker ◽  
Philip S. Nitse
Keyword(s):  
Organizational Performance ◽  
Business Environment ◽  
Competitive Intelligence ◽  
Strategic Decisions ◽  
Intelligence Gathering ◽  
Knowledge Processes ◽  
Usable Knowledge ◽  
Strongly Connected ◽  
Internal Knowledge

Knowledge management (KM) is the process through which organizational performance is improved through better management of corporate knowledge. Its goal is to improve the management of internal knowledge processes so that all information required for corporate decisions can be made available and efficiently used. Competitive intelligence (CI) is a process for gathering usable knowledge about the external business environment and turning it into the intelligence required for tactical or strategic decisions. The two are strongly connected because gathered CI has no long-term value unless an effective KM process is in place to turn the information into something usable. Although most information collected during a CI investigation is used in immediate decision making, it must be integrated into the internal knowledge systems to provide a long-term resource when companies attempt to detect trends or adapt to changes in their environments (Aware, 2004).

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