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xiv As the authors say, "At minimum, galvanized knowledge merged with competitive intelligence practices
can continuously fortify strategic decision-making. At maximum, it can generate competitive capital, a potential defendable
and sustainable source for earning above-average returns."
p.3 Possessing knowledge is important, but to be truly useful, knowledge must be used. Knowledge
must become intelligence.
Knowledge has value, but intelligence has power.
p.4 Intelligence turns intellectual capital into actionable knowledge for strategic decision-makers in the
organization. An intelligence approach expands the definition of knowledge to include operational systems and competitive
intelligence. An intelligence approach also recognizes that the strategic use of knowledge requires an understanding of the
circumstances of its use... requires that top management receive and use key pieces of knowledge.
p.8 Knowledge... only has value if people use it.
p.8 Knowledge is... a primary component in competitiveness.
p.14 CI combines competitor and competitive situational analyses with scenario planning, war gaming,
and knowledge management activities to generate the intellectual capital needed for creating layers of sustainable competitive
advantage.
p.15 The difference between knowledge and intelligence is that "knowing" explicitly becomes appropriate
action... Knowledge can be created throughout the enterprise yet never come together in a way that strategically benefits
the firm.
p.16 Intelligence brings a new perspective, initially, by including all knowledge relevant to strategic
and tactical actions, including competitive knowledge... By better recognizing all the types of information and knowledge
available to an organization, those employing intelligence can leverage knowledge assets of all types even more widely...
intelligence broadens the field by identifying gaps in knowledge and then actively seeking to fill them.
p.17 intelligence makes knowledge actionable by creating structures to make sure that what the firm knows
is delivered into the hands of decision-makers. Knowledge can be a gateway to better strategies.
p.17 knowledge, used properly, can actually improve strategic decision-making at the highest levels of the
organization (and everywhere below)
p.17 A strategic approach to knowledge also implies examining the environment within which the firm
operates before making decisions.
p.23 Intelligence teams discover hidden knowledge.
p.27 The core of the intelligence process is taking existing intellectual capital throughout the firm, identifying
other knowledge needs, conducting analyses that point to specific actions, and feeding the results of the analyses to appropriate
decision-makers.
p.27 Activating knowledge assets and engaging competitive intelligence help the firm... manage risk in charting
its future. While we cannot know what will be, we can work towards predicting what can be... in its ultimate
use, intelligence provides an opportunity to simulate alternate competitive futures.. and help direct how the firm
can best invest its scarce resources for creating layers of advantage.
p.28 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.31 It is not enough to "know" something... What is essential is the doing... CI systems
provide the pathways for knowledge to become intelligence that is actionable.
p.33 Finding what needs to be known to build analyses and facilitate strategy drives CI practices.
p.38 CI doesn't just collect information for the sake of having it. Instead, it seeks
what needs to be known at the moment it is needed for use.
p.41 Hamel and Valikangas (2003), recognizing that competitive environments are turbulent,
indicated that firms need "resilience," a strategic ability to change even before the need becomes obvious.
What these influential thinkers have in common is the recognition that organizational success is tied to managing
the competitive environment. We believe that the integration of KM and CI is central to managing this environment.
Organizations must be able to access the intellectual capital of the firm, monitor information in the environment, and convert
both into analyses that reach strategic decision-makers.
p.44 How else can a firm become "resilient" unless it actively engages in learning about its competitive
environment?
p.44 The implication here is that, on some level, all three layers of intelligence - action, strategy, and
prediction - need to occur simultaneously to create a seamless perpetuation of competitive advantage.
p.46 CI functions as the firm's sword in supporting the quest for competitive advantage.
p.47 KM [Knowledge management] and CI [competitive intelligence] are parallel practices that
enhance each other's capabilities. Together, they help the firm generate intelligence to sustain competitive advantage.
p.52 As part of an industry's landscape, those firms not reaping the economies and insights from knowledge
can fall quickly behind.
p.73 A full array of the firm's knowledge assets is engaged to achieve these key success factors.
p.77 What is essential here is knowing what needs to be known
p.77 Do you know which knowledge assets are most essential to sustaining advantage in your firm?
p.79 Knowledge is a valuable asset to an organization... But knowledge is not enough... Knowledge
needs to transform into intelligence.
p.115 In taking a strategic approach to managing knowledge, decision-makers need to review their operating
environment.
p.244 An intelligence system... can provide early warning of competitive shifts and help calibrate the impact
of actions.
p.245 An intelligence framework is purposeful. It begins with a need, question, problem, or challenge that
is tactical or strategic in nature... an intelligence process deliberately seeks out and puts to use information and knowledge
from primary and secondary sources
p.323 At its core, an intelligence process deliberately engages in discovery to serve senior decision-makers.
p.323-324 Change challenges competitiveness... knowledge has value and intelligence has power...
Knowledge becomes intelligence when activated through synthesis, integration, and analysis of multiple sources of information,
creating landscapes of understanding in response to executive needs. Intelligence gets its power from unfiltered,
timely scrutiny of the competitive environment and the firm itself. Whether providing operational or
strategic value, intelligence can directly impact how and what the firm does. To facilitate this, executives need
to articulate an intelligence vision to get people engaged. And, they need to use the intelligence capability
to give it meaning.
p.324 CI is an important component in building the firm's intelligence capability.
p.326 Strategically managing inevitable change is the firm's greatest competitive weapon.
It turns on the quality and use of analysis generated through intelligence processes.
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