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The intelligence alchemy and the twenty-first century organization

The intelligence alchemy and the twenty-first century organization
The intelligence alchemy and the twenty-first century organization
This paper examines the way that a major global organization manages organizational intelligence for competitive and strategic advantage. We demonstrate the full complexity of organizational intelligence management through a case observation. Earlier research has already established the fact that there is a direct relationship between good corporate intelligence and strategic change. The fact that businesses are operating within business environments that are even more complex and dynamic than before means that many firms are planning with less certainty than before. As we begin to explore possible competitive scenarios for the twenty-first century organization, a radical rethink on current organizational intelligence strategy needs to commence, especially as companies deal with more challenging and disruptive scenarios such as terrorism and industrial espionage. The research range will need to be expanded to ensure that its implications can be tested. The procurement of more systems and data centers will not necessarily provide that strategic edge organizations need. Instead, organizations need to focus on enhancing the role of the intelligence analyst and managers. A case study is used to support arguments that the twenty-first century organization cannot be solely reliant for its strategic planning process on systems without substantial investment in the human aspects of intelligence management
1086-1718
125-139
Maguire, Stuart
de6310cd-c7bc-47f9-956f-ca52a8bd35b7
Ojiako, Udechukwu
ba4aa342-5408-48d7-b71d-8197388bbb80
Robson, Ian
0a60f4f4-4aa6-4612-addb-f82799b4ee9f
Maguire, Stuart
de6310cd-c7bc-47f9-956f-ca52a8bd35b7
Ojiako, Udechukwu
ba4aa342-5408-48d7-b71d-8197388bbb80
Robson, Ian
0a60f4f4-4aa6-4612-addb-f82799b4ee9f

Maguire, Stuart, Ojiako, Udechukwu and Robson, Ian (2009) The intelligence alchemy and the twenty-first century organization. Strategic Change, 18 (3-4), 125-139. (doi:10.1002/jsc.843).

Record type: Article

Abstract

This paper examines the way that a major global organization manages organizational intelligence for competitive and strategic advantage. We demonstrate the full complexity of organizational intelligence management through a case observation. Earlier research has already established the fact that there is a direct relationship between good corporate intelligence and strategic change. The fact that businesses are operating within business environments that are even more complex and dynamic than before means that many firms are planning with less certainty than before. As we begin to explore possible competitive scenarios for the twenty-first century organization, a radical rethink on current organizational intelligence strategy needs to commence, especially as companies deal with more challenging and disruptive scenarios such as terrorism and industrial espionage. The research range will need to be expanded to ensure that its implications can be tested. The procurement of more systems and data centers will not necessarily provide that strategic edge organizations need. Instead, organizations need to focus on enhancing the role of the intelligence analyst and managers. A case study is used to support arguments that the twenty-first century organization cannot be solely reliant for its strategic planning process on systems without substantial investment in the human aspects of intelligence management

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Published date: May 2009

Identifiers

Local EPrints ID: 71407
URI: http://eprints.soton.ac.uk/id/eprint/71407
ISSN: 1086-1718
PURE UUID: 8e804e68-d386-4b9b-8254-87324ecdbdb9

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Date deposited: 10 Feb 2010
Last modified: 13 Mar 2024 20:27

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Contributors

Author: Stuart Maguire
Author: Udechukwu Ojiako
Author: Ian Robson

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