I, Knowledge Management and the like. She has geared the classes to help bring information professionals, the key target at SLA, into the CI world. That's the biggest difference I see: most CI members are not library sciences professionals, but come at CI from their various backgrounds of academia, sales, marketing, strategic planning and the like. Our SCIP-backed certification would need to go deeper in CI tools, techniques, counterintelligence and the like than the SLA program does. Also I envision that in order to be SCIP certified, you will have to pass an exam. That is not the case in the SLA program: there is no test at the end, so the focus is more about education than certification.
I can share a lot more off line if you would like as I was on SCIP's BOK committee and have some more insight as to what the 300 responses tell us.
Happy New Year!…
one of the most important issues. I think that SCIP as other CI associations should explore new field and stimulate new paradigms for CI. I mean that we need new perspective, ideas, and concepts to develop an intensive knowledge around CI.
So…how could we provide these new inputs?. I think that CI should be open to new ideas (even is speculative), analyzing other fields (knowledge management, risk management, etc.) and see how to bridge gabs, understand that CI is not only about the cycle and counterintelligence (management change, business re-engineering, project management, etc.).
We (all) have to create the right space for developing new inputs. For example, during my first SCIP conference in Atlanta, I remember that the society created a posters session in which ideas and other topics were presented in 45 minutes. That was excellent! In 10 minutes I could go around the presentations and listen the one that was more interesting for me this session gave the opportunity to chare new ideas to everybody!
Alessandro…
former companies without permission given by their management, don't you? ;-) How can they therefore protect their companies more effectively? The answer to this question we can find in chapter ninth (Counterintelligence: the other side of the coin) of Douglas Bernhardt's book (Competitive Intelligence--How to acquire and use corporate intelligence and counter-intelligence), chapter written mainly by Steve Whitehead ( http://www.esnips.com/doc/4157d765-4b6a-4b4b-926c-c9aedaf75a9e/Competitive-Intelligence---Douglas-Bernhardt , p. 83), a member of this CI social network ( http://competitiveintelligence.ning.com/profile/SteveWhitehead ).
Incidentally, there is also James A. Schweitzer cited, including the words "poor security often reflects both weak policies and inadequate forethought" (Ibidem, p. 96). You call those companies searched without permission "MICE" because they are as "quiet, nervous, and fearful" as those "small furry animals", don't you? :-)
Best,
Tad
http://fedcba.ning.com/…
on your list. For competitive technical intelligence, I would buy Keeping Abreast of Science and Technology by Brad Ashton and Dick Klavans. A quick read is Early Warning: Using Competitive Intelligence to Anticipate Market Shifts, Control Risk, and Create Powerful Strategies by Ben Gilad. I am reading What Every Body is Saying by Joe Navarro. It's on reading body language and I am really enjoying it. Great for in-person elicitation skill development. The Competitive Intelligence Foundation, a part of SCIP also has some great books: Conference & Trade Show Intelligence, Starting a CI Function, and Competitive Intelligence Ethics: Navigating the Gray Zone.
I have a whole bunch of CI books on my website with connections to Amazon for easy browsing. They are broken down into the following groupings:
Competitive Intelligence: General
Strategic Competitive Intelligence
Product Development
Social Networking, Web 2.0
Online, Internet Researching and Competitive Intelligence Software
Knowledge Management
Global Competitive Intelligence
Technical Intelligence
Counterintelligence and Security
I need to update it again, but it's a great start and includes about 130 books http://www.thecisource.com/resources/books
All the best,
Ellen Naylor…
u will be shown how to identify your information needs; find and monitor valuable sources of information; search the Internet effectively; analyse customers and competitors; and apply your research and analytical efforts in support of better strategy and decision making.
Course Dates / Times
Module 3: Analysis to Strategy, 10 - 11 November 2010, 9.00 - 17.00h
What you will learn
Module 3: From Analysis to Strategy
Module 3 will demonstrate how to apply your research and analytical skills in support of better strategy and communication, and to improve your competitive intelligence (CI) capabilities:
Enhancing Strategy and Decision Making
* Methods in strategic analysis
* Developing an early warning capability to identify threats and opportunities
* Futures and foresight: using research methods to analyse long-term trends
* Decision making in complex environments
Implementing CI in Your Organisation
* Introduction to competitive intelligence
* Intelligence products and their uses
* Defining your intelligence customers
* Establishing metrics for success
* Tools to support the CI process
* Learning from feedback
* The principles of counterintelligence
Detailed Course Programme and Registration Form
Download pdf: http://bit.ly/aTB308…
own how to identify your intelligence needs; find and monitor valuable sources of information; search the Internet effectively; enhance your analytical capabilities; and use OSINT to identify threats and forecast long-term trends. In addition to this, you will be given guidance on a range of intelligence abilities including managing your customers and drafting effective intelligence briefings and presentations.
Course Dates / Times
Module 3: OSINT in Action, 15 - 16 December 2010, 9.00 - 17.00h
What you will learn
Module 3: OSINT in Action
Module 3 will demonstrate how to apply your research and analytical skills in support of better strategy and communication, and to improve your competitive intelligence (CI) capabilities:
Working with OSINT
* Working with intelligence customers
* Establishing and measuring metrics for success
* Learning from feedback
* Understanding denial and deception
* Open source counterintelligence
Applying OSINT
* Using OSINT to supporting strategic analysis and decision making
* Developing an early warning capability to identify threats and opportunities
* Futures and foresight: using OSINT to identify and analyse long-term, trends
Communicating Intelligence Results
* Understanding different intelligence products and their uses
* Effective report writing and presentation skills
Detailed Course Programme and Registration Form
Download pdf: http://bit.ly/cgWLa5…
(March - June 2014) on the site of the Research Center Viktora Voksanaeva. I hope that the material will be useful to all analysts.
Sincerely, V. Voksanaev Content OSINT Journal RISS - Problems of National Strategy number 3 (24), 2014 Dictionary counterintelligence (English) (2014) Journal of the Russian Defense Ministry "Military Thought» - № June 2014 (contents) Journal of the Russian Defense Ministry "Armament and Economy» № 3 (28) 2014 г. Analytical Bulletin of the Council of the Federation (2014) Journal "FSB: Pros and Cons" (February 2014) Competitive Intelligence News competitive intelligence My Russian To the status of state information security in today CALLS AND THREATS Publications Institute of Economic Forecasting Publications Analytical Center of the Russian Federation Analytical Materials Fund "NAMACON" The policy of our country. Monitoring events - the third decade June 2014 Information Research Center Viktora Voksanaeva Books V.P. Voksanaeva…
g, organizational theory, foresight, international business and marketing, and a wide variety of other disciplines and subject areas.
One issue that occupies me is why, if there is this extensive list of adjacent areas, has CI has NOT become rooted in managerial academic work. Is this just to do with perceptions that CI is something to be avoided, or somehow not quite proper?
Two-three years ago, I looked at the entire Academy of Management program for their huge annual meeting (with well over 1000 papers presented - and where almost EVERY doctoral student of management and business sooner or later attends or presents); there was not even one paper that dealt with competitive intelligence or even mentioned it by name. And yet, as I indicated above, there is potentially such a wide variety of management, business and organizational issues that impact on CI, that any serious journal dealing in a broad sense with CI should not have a lack of potential material.
It might be useful neverthless to see where people DO sometimes publish CI-related papers, or papers which, in my opinion, have something useful to say for CI academics or practitioners. A quick list - off the top of my head, includes Organization, Organization Studies, Futures, Long Range Planning, The International Journal of Technology Intelligence and Planning, Business Information Review, International Journal of Intelligence and Counterintelligence, Marketing Intelligence & Planning, Intelligence and National Security, Journal of Information Science, the (online, free) journal Information Research (which even had a special issue on CI some years ago) - and there's more besides.
In short, there's a large and rich, CI-related world out there, with people writing and publishing material which is worth reading, and is often highly relevant, in a range of fascinating and diverse journals.
Michael…
ad all information it needed in order to give a focused alert regarding the coming attack. It was stated clearly by the 9/11 commission report. This is one of the cases where you have the information but missed the deep understanding of this information, i.e. the intelligence. The intelligence is expected to present its analysis clearly to the decision- maker and also to present them with the options opened to the enemy. This was not done in this case. There are a lot of reasons for this failure but this time it is not right to blame the decision makers. What can they do if a huge Intelligence community with endless budgets is incapable of delivering a two page report which says what is going to happen soon? Very soon! Just read Richard Clark in "Against All enemies". US I intelligence community did not stand firmly on its assessment saying "this is going to happen" as they suffered from a cognitive biases that the US cannot be attacked on its territory. It is not important what the decision makers knew before 2001 – it is important to ask: did the US intelligence community fulfilled and the answer is no! It seems to me the Dr Marrin is maybe is not familiar enough with the discipline of Counter Intelligence – contrary to Intelligence – here it is often enough to produce one alert that indicates the coming attack and as a result to start moving towards countering this threat by other governmental organizations. As you may know – we in Israel have a lot of experience in this combined activity but unfortunately the US prior to 9/11 did not developed this discipline and the interface between Intelligence and internal security and how to implement it. Just one example – the security of airlines and air ports before 9/11 in the US was very poor so even in case when the counterintelligence does not deliver the alertthere is still a second circle of stopping the terrorists on sites.
Avner Barnea…