p.4 Knowledge management involves best leveraging knowledge internally and
externally in an organization and creating a process for valuing the organization's intangible assets.
p.20-21 Helen Rothberg and Scott Erickson (2005), in their book From Knowledge to Intelligence: Creating
Competitive Advantage in the Next Economy, discuss the adage that "knowledge has value, intelligence has power." In view
of this recurring theme in their book, they indicate that CI is finding what you need by using what you know...
[They] discuss the notion of generating competitive capital and knowing if your organization is on the right path toward doing
so by being able to answer the following three questions:
- Do you know all of what you need to know before making a strategic decision?
- Do you know where to find what you need to know?
- Do you know what to do with the information once you find it?
p.21-22 The key purpose of CI is to keep the organization well-informed and to be able to prepare in advance
to anticipate challenges [JLJ - and opportunities] so the that the organization can continue to thrive and flourish.
p.112 Scenarios are powerful tools for developing the strategic vision of a business and to guide the strategy
development process. Scenarios are not for predicting the future, but rather for envisioning possible futures in the present.
p.152 The core question establishes requirements, focuses sourcing and collection, guides the final analysis,
and breeds a more targeted production of CI deliverables with decision-making impact.
