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What is Competitive Intelligence? |
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| 100 % |
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Arik Johnson gives a definition of Competitive Intelligence. He also tries to answer to the following questions: what does it really consist in? How does competitive intelligence fit into the strategic planning process? How does CI intervene in a firm success? How do we measure the effectiveness of our own CI process?
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Decision making | Strategic intelligence | Strategic planning | Intelligence planning |
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Competia Symposium 2001 : A Strategically Competitive and Intelligent Choice |
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| 78 % |
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The first Competia Symposium was held on June 11-13, 2001, at the Chateau Frontenac in the old-walled quarter of Quebec City. The goal of the conference was to enable strategic planning and competitive intelligence (CI) professionals to learn and network. This article by The Searcher magazine provides highlights from some of the presentations with excerpts and paraphrases such as the keynote address by Harvard Business School professor, Dr. Michael Porter.
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Competitive intelligence | Strategic planning |
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When 'Best Practices' Become 'Worst Practices' |
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| 53 % |
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This article is provided by Brint magazine and deals with “The current thrust of organizational business and performance management initiatives is usually on archiving ' best practices' for later referral by other employees. Should organization care about best practices? How can organizations prevent the best practices from haunting them as 'dogmas of the past' and impeding their progress during 'interesting times'?”
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Best practices | Strategic planning |
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Justifying Your CI Budget to Management - What is the ROI? |
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| 50 % |
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This article by Ian Smith for the CEO Refresher, highlights the main arguments to justify a competitive-intelligence budget and why it should be increased in times of rapid change in your industry. According to Mr. Smith, the majority of small businesses at the present time justify their money spent based on: training of new employees, the necessary tools for the profession and analysis.
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Software & tools | Strategic planning |
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Critical Success Factors of Knowledge Management |
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| 50 % |
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The success of a KM initiative depends on many factors, some within our control, some not. Typically, critical success factors can be categorized into five primary categories: leadership; culture; structure, roles, and responsibilities; information technology infrastructure; and measurement.
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Best practices | Methodology | Strategic planning | Knowledge management strategy |
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Knowledge Management: The Art of Enhancing Productivity and Innovation with the Human Resources in Your Organization |
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| 50 % |
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This article highlights how Knowledge Management works, and how it helps organizations to be more competitive in the new information economy. Organizations are realising that each employee has skills that have to be appropriately within the firm. Stephan Kudyba explains that KM really constitutes a competitive advantage.
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Social capital | Strategic planning | Knowledge management strategy |
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Beyond the Information Audit: Checking the Health of an Organization's Information System |
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| 50 % |
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Information audit, needs assessment, knowledge inventory — all are names for a process that examines the secret life of information within an organization. Where does the information come from? Where does it go? How is it used? How is it transformed? Who keeps it? Who shares it? An information audit can also reveal time and money wasted on information sources that no one uses and show why no one uses them.
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Analysis & assessment | Strategic planning |
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Knowledge Management in the Military Context |
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| 49 % |
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This article illustrates how KM principles can be brought to situational awareness, sense-making, and decision-making in military settings. In essence, knowledge organization and human knowledge conversion processes can bring a comprehensive foundation to the common operating picture, interoperability, intelligence, training and acquisitions.
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Knowledge sharing | Strategic planning | Knowledge management strategy |
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Increased Competitive Advantage through the Combination of E-Business and Business Intelligence Tools |
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| 43 % |
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This white paper examines the consequences and opportunities that arise from the convergence of two major technologies: 1) Business intelligence tools – technology that allows decision makers in an organization to access, analyze, and share corporate information 2) E-business applications – using the internet as the basis for interacting with customers, suppliers, and other business partners. This paper describes some practical, real-life examples of e-business intelligence applications and their role in the overall e-business plans of the organization.
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Software & tools | Competitive intelligence | Strategic planning |
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