In molte aziende il top management non riconosce il ruolo e il contributo della funzione di CI (tra l’altro difficilmente misurabile); allo stesso tempo, i professionisti di CI tendono a volte a concentrarsi sulle problematiche più operative e tattiche, tralasciando l’ottica strategica. Come far collaborare in modo efficiente CI e strategia?
Ask top executives to recall one occasion of how CI affected their strategy, and they go blank. Ask them who their intelligence analyst is, and they have no idea.
At an age when “rising global competitive pressure” is on every executive’s lips, why has CI failed to leave real impact on companies’ C-suites?
The answer is deceptively simple: companies never built real competitive intelligence capabilities. Instead
they created elaborate and detailed practices for closely monitoring competitors’ every little move.
There is a difference between strategic intelligence and competitor watching, and the latter has little relevance to the concerns and tasks of top management.(…)
Practical strategic intelligence is not a "process" or a "function". Its location in the organization is immaterial. Practical strategic intelligence is first and foremost a perspective. (...)
Companies that pride themselves on "acting" and "moving" need to add just a bit of "reality-testing". Reality testing is an organization's best defence against wishful thinking and chest pumping.(...)
The price of not doing it right is strategy without intelligence, and its corollary, intelligence without strategy.
Mindshifts Matters, Novembre 2011 adattato da "The importance of strategic competitive intelligence" by Benjamin Gilad: Business Strategy Series, Volume 12, Number 1, 2011