Tactical, Operational & Strategic Analysis of Markets, Competitors & Industries
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Michelle,
You make a good point that I should have pointed out in my piece with regard to what I meant by trained CI Pro-I meant those that had been trained by folks who were previously in the IC. I can see what you mean though, that those who mi...
I have seen this conversation continually proliferate on this board since joining, and it causes me great consternation and alarm to say the least; that there appears to be this need to define and differentiate CI, and that there is this impetus t...
Nimalan,
I am actually quite deep in this arena having just worked for a start-up that is trying to commercialize SW for government intelligence applications -ie, hostile intent detection, outlier detection, pattern and emerging pattern recognit...
A forum for those interested in software, systems and tools for Competitive Intelligence.
Hello Mark,
My perspective, and the same of nearly all of my fellow Strategic intelligence cohorts I consort with frequently:
1) For the most part, it appears the emphasis at most big US Commercial firms right now is very short term and tactical...
For every level of expertise and/or position description.
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- Director of CI, Strategic Intelligence analyst
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Latest Activity
China CI brings together all those using or delivering competitive and market intelligence in China as well as those interested from around the world.
Hi, Vivek, you mean Glomarization [the terms "Glomar response," and "Glomarization" are used to describe an agency's response when they can neither confirm nor deny whether records exist ( http://www.fas.org/irp/program/collect/jennifer.htm )], do...
As far as I know all companies always use 5 Force Analysis.
Now it depends on how effective is the OODA loop
If they do not vote by Caste, then they would vote by their Religious Ideology or Political Ideology or Individual Ideology.
Catch 22 situation.
Reminds me of Glomerization.
Glomer response at a time when companies represent countries in the Race for Economic Supremany of Nations.
Advisor, Corporate Risks
Cited by: http://www.corporaterisks.info/
Why mergers acutally fail is because of a clash of corporate cultures
Have we addressed the cultural incompatibilities
Was cultural due diligence done correctly
Did we undertake cultural audit
Did we cre...
Dissonance in Beliefs, Values, Norms and Behavior is the main reason why mergers fail.
Cited by: http://www.corporaterisks.info/
Further, were similarities and differences assessed, do organisations have mutual respect for each other, do they acknowledge professional and individual competence, business capability etc.
Is there a d...
Cited by: http://www.corporaterisks.info/
It all depends, who has done the Due Diligence
Like Ayn Rand said:
Thinking is man’s only basic virtue, from which all the others proceed. And his basic vice, the source of all his evils, is that namele...
Thanks for sending me the link, Arik. Looks interesting, and I am glad to see you got Gabriel Andebjork with you. I am sure if Per Jenster had been at home in Shanghai right now he would have linked to come.
Take care,
From Stanford
Klaus
For anyone practising CI in Canada, or anyone with Canadian clients. Or anyone who spells "neighbour" with a "U"
Hi Arik,
Thanks for the update. I am interest to learn your perspective of the CI industry in China, as compared to the North America? And which industry is relatively more advanced in the CI development?
Thanks,
Lan
Today, I've added the next problem ( http://fedcba.ning.com/group/wpb/forum/topics/istota-odpowiedzialnosci-za ) to the topic Organizations, subjects and structures responsible for Security & Safety ( http://triton.cs.put.poznan.pl/platon/files/op...
Hi Erik,I will be intersting to hear your impressions from this summit.
Best, Avner
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