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.

scholarly journals Harmonizing intelligence terminologies in business: Literature review

2014 ◽  
Vol 3 (4) ◽  
pp. 156-162
Author(s):  
Sivave Mashingaidze
Keyword(s):  
Literature Review ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Operating Environment ◽  
Market Intelligence ◽  
Strategic Intelligence ◽  
The Common ◽  
Definition Of ◽  
Competitor Intelligence ◽  
Common Understanding

The principal objective of this article is to do a literature review of different intelligence terminology with the aim of establishing the common attributes and differences, and to propose a universal and comprehensive definition of intelligence for common understanding amongst users. The findings showed that Competitive Intelligence has the broadest scope of intelligence activities covering the whole external operating environment of the company and targeting all levels of decision-making for instance; strategic intelligence, tactical intelligence and operative intelligence. Another terminology was found called Cyber IntelligenceTM which encompasses competitor intelligence, strategic intelligence, market intelligence and counterintelligence. In conclusion although CI has the broadest scope of intelligence and umbrella to many intelligence concepts, still Business Intelligence, and Corporate Intelligence are often used interchangeably as CI.

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 A first step towards service-dominant logic as a new approach to overcome challenges in business intelligence

2014 ◽  
Vol 17 (2) ◽  
pp. 220-231
Author(s):  
Pamela Clavier ◽  
Hugo Lotriet ◽  
Johan Van Loggerenberg
Keyword(s):  
Literature Review ◽  
South African ◽  
Business Intelligence ◽  
New Approach ◽  
High Expectations ◽  
Dominant Logic ◽  
Interpretive Case Study ◽  
Research Findings ◽  
Banking Institution

High expectations are set for Business Intelligence (BI), yet it fails to consistently deliver accordingly: there are numerous reports of BI challenges and failures. Existing approaches to address BI challenges are largely found to be ineffective, highlighting the need for a new approach. This paper examines how BI is perceived or understood and establishes that, firstly, BI is inherently grounded in Goods-Dominant (G-D) logic and secondly, that this can be linked to the challenges that are experienced within BI. A recommendation is made for a shift to Service-Dominant (S-D) logic as a new avenue of exploration to assist in overcoming BI’s prevailing challenges. Identifying the inherent G-D logic in BI provides the first step necessary in making this shift. Research findings are based on an interpretive case study of a South African Banking institution as well as a literature review.

scholarly journals Misfit? The Use of Metrics in Innovation

2021 ◽  
Vol 14 (8) ◽  
pp. 388
Author(s):  
Ilse Svensson de Jong
Keyword(s):  
Performance Indicators ◽  
Business Performance ◽  
Strategic Change ◽  
Key Performance Indicators ◽  
Significant Degree ◽  
Other Information ◽  
Actual Use ◽  
Sales Organizations ◽  
Organizational Levels

Measuring innovation is a challenging but essential task to improve business performance. To tackle this task, key performance indicators (KPIs) can be used to measure and monitor innovation. The objective of this study is to explore how KPIs, designed for measuring innovation, are used in practice. To achieve this objective, the author draws upon literature on business performance in accounting and innovation, yet moves away from the functional view. Instead, the author focuses explicitly on how organizational members, through their use of KPIs in innovation, make sense of conflicting interpretations and integrate them into their practices. A qualitative in-depth case study was conducted at the innovation department of an organization in the process industry that operates production sites and sales organizations worldwide. In total, 28 interviews and complementary observations were undertaken at several organizational levels (multi-level). The empirical evidence suggests that strategic change, attributed to commoditization, affects the predetermined KPIs in use. Notably, these KPIs in innovation are used, despite their poor fit to innovation subject to commoditization. From a relational perspective, this study indicates that in innovation, KPIs are usually complemented by or supplemented with other information, as stand-alone KPIs exhibit a significant degree of incompleteness. In contrast to conventional studies in innovation and management accounting, this study explores the use of key performance indicators (KPIs) in innovation from an interpretative perspective. This perspective advances our understanding of the actual use of KPIs and uncovers the complexity of accounting and innovation, which involve numerous angles and organizational levels. Practically, the findings of this study will inform managers in innovation about the use of KPIs in innovation and the challenges individual organizational members face when using them. In innovation, KPIs appear to be subjective and used in unintended ways. Thus, understanding how KPIs are used in innovation is a game of reading between the lines, and these KPIs can be regarded as misfits.

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.

Strategic Planning for E-Learning in a Polytechnic

2011 ◽  
pp. 47-65 ◽  
Author(s):  
Tony Bates
Keyword(s):  
Strategic Planning ◽  
Faculty Development ◽  
Performance Indicators ◽  
Strategic Plan ◽  
Key Performance Indicators ◽  
Core Values ◽  
Face To Face ◽  
E Learning ◽  
And Training

This chapter is a case study of how a polytechnic developed a strategic plan for e-learning. It describes the institution’s rationale for moving more strongly into e-learning, the processes followed by the institution to develop a plan and ensure its acceptance through the institutional community, and the factors that facilitated the process. It indicates that attention to objectives, core values and principles, and faculty development and training, are critical for the successful transition from mainly face-to-face teaching to e-learning. The development of key performance indicators will allow the success of the plan to be measured in 2010.

scholarly journals Establishment of Key Performance Indicators for Green Building Operations Monitoring—An Application to China Case Study

Energies ◽  
2020 ◽  
Vol 13 (4) ◽  
pp. 976 ◽  
Author(s):  
Jinqiu Li ◽  
Qingqin Wang ◽  
Hao Zhou
Keyword(s):  
Environmental Quality ◽  
Performance Indicators ◽  
Green Building ◽  
Key Performance Indicators ◽  
Energy System ◽  
Energy Performance ◽  
Operational Performance ◽  
Indoor Environmental Quality ◽  
Evaluation Standards

Released green building evaluation standards for operation stage include a huge number of indicators, which are very comprehensive and systematic. However, the indicators of these standards are very complicated and a large amount of time and manpower are consumed for their evaluation. To evaluate the operational performance of green buildings more practically and efficiently, some studies collect the operational data for part of the indicators (mainly focusing on building energy performance, indoor environmental quality or occupant satisfaction), which are too rough to evaluate the performance of green building. This paper proposed a total of 27 key performance indicators (KPIs) for green building operations monitoring. The number of proposed indicators is much fewer than the evaluation standards, as well as suitable for long-term monitoring, which can dramatically reduce evaluation time and cost. On the other hand, the indicators involving Outdoor environmental quality, Indoor environmental quality, HVAC system, P&D system, Renewable energy system, Total resource consumption and User behavior, which are more comprehensive and systematic than the conventional monitoring studies for operational performance of green building. Firstly, an indicators library for operations monitoring of green building was established based on relevant standards and literature review in this field. Secondly, “SMART” principle and Delphi method were adopted to select the key performance indicators for green building operations monitoring. Different background experts regarding green building industry were chosen to screen the most relevant, accessible and measurable indicators. Subsequently, two projects in China were selected for case study of key performance indicators proposed in this paper for green building operations monitoring to validate the feasibility and advancement.

Sign in / Sign up

Export Citation Format

Share Document