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Introduction to Strategic Intelligence

Introduction to Strategic Intelligence

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Published by: Jorge Humberto Fernandes on Aug 09, 2010
Copyright:Attribution Non-commercial


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GIA White Paper 2/2004Introduction to Strategic IntelligenceStrategic intelligence (SI) is an important tool ininforming and supporting strategic managementactivities in different stages of the strategydevelopment. In short, Strategic Intelligence canbe defined as
“a systematic and continuous processof producing needed intelligence of strategic value inan actionable form to facilitate long-term decision-making” 
. Customers of SI include individualsinvolved in strategic decision-making.From the process perspective, Strategic Intelligencecan be seen as a part of Competitive Intelligence,as it is also a systematic and continuous processwith a purpose to facilitate decision-making withneeded and timely intelligence input delivered inactionable form. The major difference between SIand CI is that SI actions focus strictly on supportingstrategic decision-making by monitoring aspectswith strategic significance. Additionally, a SI timehorizon is broad and the focus is on all significantevents: past, present and future events.In order to practice effective Strategic Intelligencecapable of meeting the needs of strategic
Executive Summary
management and introducing intelligence of strategic value into the decision-making process,certain critical aspects should be considered. Theyinclude:Appointing a strategic level process owner,preferably the VP for Corporate Strategy, and aseasoned SI Manager. It enables integrating thebest available internal senior expertise into theSI process.Knowing and understanding the internal SIcustomers - individuals involved in strategicplanning.Defining the SI priorities and properlycommunicating them (critical strategic themes,key players to be analyzed, early warningthemes).Designing and producing SI products that servecustomers’ content needs and communicationneeds.Building a network of Strategic Intelligencecontributors, both internal and external.
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
1. Introduction
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.
2. Strategy
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 o
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
logical system
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.

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