In 1996, McGonagle and Vella (A New Archetype for Competitive Intelligence, Quorum Books, Westport Connecticut) published their thoughts on the organization of corporate intelligence. Their thoughts are summarized in the table below. My assessment of the impact of technology mapping and CTI methods are shown in the last column.
| Intelligence Area | Function | Impact |
| Competitive Intelligence | Competitor investments capabilities, intentions | Very High |
| Strategic Intelligence | Corporate radar, providing early warning | Very High |
| Crisis Management | Shocks, disasters and sudden changes | Medium |
| Benchmarking | Quantifying and comparing | Medium |
| Reverse Engineering | Product analysis | Medium |
| Defensive (counter) Intelligence | Corporate security | Low |
| Market Intelligence | Segments and sales | Low |
I believe that the impact of technology mapping and CTI on an organization can very broad. Below are some thoughts on where a good technology map and competitive analysis can benefit organizations.
- Management can see why a project is not a leap of faith.
- Investors can see why the idea makes business sense and why it is strategically useful.
- Business Development can negotiate from a strong position, knowing more than the other side.
- Project Leaders can prove that ideas are fundamentally sound before proposing a project.
- Project Teams can judge new ideas and new information in an agreed upon context.
What other impacts have you experienced?
Спасибо за пост, весьма интересно. Я согласен с предыдущим комментарием.
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