A Guide for Your Journey to Best-practice Processes November 10, 2006
Posted by admin in : Learning , trackbackIn an article with the title “Managing your competitive intelligence function” you can find an excerpt from the book “Competitive Intelligence: A Guide for Your Journey to Best-practice Processes” by by Paige Leavitt, John Prescott, Darcy Lemons, Farida Hasanali.
In order to give you an idea of it, you can read here is an excerpt from the excerpt:
Managing your competitive intelligence function is a task in coordination and salesmanship. Human networks and global efforts
As your competitive intelligence function develops capabilities to address new demands, it will become evident that an active human intelligence network is required. Successful competitive intelligence functions develop and use decentralised, relationship-based human networks to leverage experience, expertise, and resources across their organisations. Conduct competitive intelligence in a practical manner aligned with company objectives.
View competitive intelligence from a global perspective. Integrate formal and informal human networks. Traditional competitive intelligence literature emphasises the creation of formal intelligence networks. Two types of social networksThe forums can also support the development of new competitive intelligence functions throughout your organisation.
The second type of network links the rest of your organisation to the competitive intelligence function. The coordination of the diverse networks assists in the development of local competitive intelligence advocates.
Third, using networks allows your competitive intelligence function to leverage its resources, however limited. A competitive intelligence function that is focussed primarily on answering ad hoc requests will tend to develop a decentralised, loose network of contacts, whereas a competitive intelligence function that conducts in-depth projects on selected focus areas will have a small network of coordinated strong ties.
Tightly coordinated network
There are five basic approaches for developing networks.
Members of a competitive intelligence function often have as part of their job responsibility the recruitment of new members to their network. As part of the systematic approach, the competitive intelligence function will have established processes for recruiting and training network members.
Develop a network as the opportunity arises.
You can read the full article “Managing your competitive intelligence function” on expresscomputeronline.com.
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