GIA White Paper 2/2004Introduction to Strategic IntelligenceThis paper focuses on the relationship betweenStrategic Intelligence and strategy. The aim isto provide readers with a deﬁnition of
Strategic Intelligence (SI)
and explain the role of intelligencein formulating and implementing strategy.The role of Intelligence in strategy formulation isa critical one, especially now, given the quicklychanging business environment. As the paceaccelerates, it becomes more difﬁcult for seniormanagers and decision-makers to adequately
monitor, interpret, and respond to environmental changes. This is where SI, a systematic processof collecting, analyzing and communicatingactionable strategy-oriented business information,can serve as input in strategic decision-making.The paper begins with a discussion on strategyand attempts to deﬁne for readers the concept of Strategic Intelligence (SI).
Strategic Intelligenceas a part of Strategy Development
will then bediscussed followed by some concluding remarks.
The concept of strategy has been around for aslong as there have been organizations and wars.Inevitably, there has been a huge amount of studies and writings on the subject. Today, thereare different ways of deﬁning strategy and theconcept of strategy can be viewed from manyangles. The aim of this chapter is not to providea clear-cut deﬁnition of strategy but to givereaders an overview of strategy which can serve asa framework for studying the relationship betweenStrategic Intelligence, strategy formulation andimplementation.As mentioned earlier the concept of strategy canbe viewed from different angles. Here are some,but by no means all, dimensions that should beincluded in any uniﬁed deﬁnition of the conceptof strategy. These dimensions can provide aninsight on how thinking strategically can beneﬁtour business.
Some traditional views:
• Strategy as a
coherent, unifying and integrative pattern
for decision- making, a blueprint forthe whole organization that indicates theorganization’s future destination.• Strategy as a means of
establishing anorganization’s purpose
in terms of its long-term objectives, action plans and priorities forresource allocation; aligning short term actionand resource deployment to be congruent withlonger term objectives.• Strategy as a
deﬁnition of a ﬁrm’s competitivedomain
including deﬁning the businesses a ﬁrmis in or intends to be in, segmentation, strategicpositioning and how and where it is going tocompete.• Strategy as a
response to external opportunitiesand threats
and to internal strengths andweaknesses; a means of achieving a longrange competitive advantage, and a favorablecompetitive position and adapting to meet thedemands of a changing environment.• Strategy as a
for differentiatingmanagerial tasks at the corporate, businessand functional levels; defining an overall mission and allocating resources with a senseof strategic priorities.• Strategy as a
deﬁnition of the economic and non-economic contribution
the ﬁrm intends tomake to its stakeholders.