Effective Strategic Intelligence (SI) is vital for organizations in an international context of instability, complexity and intense competition. Following a long process of qualitative, quantitative and empirical research next to SI experts and large companies, this book proposes a way to improve SI and its impact on the performance of an organization. From an exploration, description and evaluation model of SI, a measurement tool in two parts, for the producer and the user of SI, has been built. For all kind of firms and all advancement levels of SI, it allows the construction of a control panel which can be used to pilot SI and its impact on the performance of an organization.

Effective Strategic Intelligence (SI) is vital for organizations in an international context of instability, complexity and intense competition. Following a long process of qualitative, quantitative and empirical research next to SI experts and large companies, this book proposes a way to improve SI and its impact on the performance of an organization. From an exploration, description and evaluation model of SI, a measurement tool in two parts, for the producer and the user of SI, has been built. For all kind of firms and all advancement levels of SI, it allows the construction of a control panel which can be used to pilot SI and its impact on the performance of an organization.

Introduction xiChapter 1. Scanning the Environment: A Vital Necessity forCompanies 11.1. Getting informed: a very well-established and necessaryrequirement 11.2. The corporation and its environment 61.3. Innovation and Japan 111.4. Conclusion 28Chapter 2. Evolution of the General Concept of Surveillance312.1. The emergence phase 322.2. Phase of development382.3. Phase of consolidation 472.4. Conclusion 50Chapter 3. The Global Measurement Model of StrategicIntelligence 553.1. Overview of the literature on SI effectiveness evaluation553.2. Intelligence and performance 593.3. Definition of corporate performance and surveillanceeffectiveness 643.4. The definition of the concept of measurement 653.5. A measurement model for surveillance effectiveness 673.6. The importance of total quality management (TQM) 743.7. The measurement of corporate performance 773.8. Conclusion 89Chapter 4. Objectives, Products, Use and Context of StrategicIntelligence 914.1. Functions of surveillance 924.2. Objectives of intelligence 964.3. SWI product and services 1054.4. SI uses 1114.5. Context of surveillance 114Chapter 5. Evaluation of the Organizational Resources of SI1195.1. Formalization of the watch and SI activity 1205.2. Seniority of the SWI function 1235.3. Centralization, decentralization and the number of SWIpoints 1245.4. The hierarchical connection 1295.5. Network organization 132Chapter 6. Evaluation of the SI Process 1416.1. Phase 1: the determination of information needs 1436.2. Phase 2: information research and collection 1486.3. Phase 3: information processing 1606.4. Phases 2 and 3 bis: storage 1746.5. Phase 4: distribution 1786.6. Phase 5: information use 1826.7. Feedback 1826.8. Control 183Chapter 7. Evaluation of Human, Technical and FinancialResources of SI 1857.1. Human methods 1857.2. Technical methods 1937.3. Financial resources 2007.4. Conclusion 202Chapter 8. SI Measurement Tools for SI Managers 2058.1. Organizational methods 2088.2. Resources for the intelligence process 2188.3. Human methods 2368.4. Technical methods 2418.5. Financial methods 2438.6. The SI context 244Chapter 9. Measurement Tools for SI Users 2499.1. SI product and services 2499.2. Using SI 2549.3. SI results: the intelligence-performance controlpanel 2579.4. Conclusion 271Conclusion 273Bibliography 275Index 287