Integration of business intelligence with corporate strategic management
DOI:
https://doi.org/10.37380/jisib.v7i3.280Keywords:
Analytics, big data, competitive intelligence, open innovationAbstract
The traditional model of competitive intelligence and its operationalization in most organizations appears to be inadequate to address the intelligence challenges arising from the speed of change in the environment, increasing data complexity, and growth of international activities. To address this challenge, this article borrows concepts from open innovation, applying them to all CI activities. We are suggesting going beyond the traditional model of an in-house CI unit with activities largely conducted by the units personnel and moving towards a cross pollination approach whereby others in the firm contribute to all CI activities including, for example, the selection of key intelligence topics and being involved in analysis and eventually towards a full open intelligence model in which key stakeholders and external experts also assist the organization in all aspects of competitive intelligence activity. In proposing a more open approach for intelligence, the authors recognize the concern that CI professionals will have regarding sharing intelligence and intelligence activities outside the CI unit and outside the organization. However, as pointed out in this article, organizations around the world have been moving quickly towards an open innovation model generally concluding that the benefits associated with opening up all elements of the innovation process, including R&D, outweigh the risks of intellectual property loss.
References
Alnoukari, M and Hanano A. (2017). Integration of business intelligence with corporate strategic management. Journal of Competitive Intelligence and Management, 7:2
Bali, M. (2017). Case Study from the Indian Army. In: Strategic and Competitive Intelligence Annual Conference.
Bulger, N. (2015). Basics of Integrated Intelligence, putting the pieces together. [online] Community.kinaxis.com. Available at: https://community.kinaxis.com/people/dustinmattison1974/blog/2015/02/16/basics-of-integrated-intelligence-putting-the-pieces-together [Accessed 28 Sep. 2017].
Bulger, N. (2016). The Evolving Role of Intelligence: Migrating from Traditional Competitive Intelligence to Integrated Intelligence. The International Journal of Intelligence, Security, and Public Affairs, 1(18), pp.57-84.
Calof, J., Mirabeau, L. and Richards, G. (2015). Towards an environmental awareness model integrating formal and informal mechanisms – Lessons learned from the Demise of Nortel. Journal of Intelligence Studies in Business, 5(1), pp.57-69.
Calof, J., Richards, G. and Smith, J. (2015). Foresight, Competitive Intelligence and Business Analytics — Tools for Making Industrial Programmes More Efficient. Foresight-Russia, 9(1), pp.68-81.
Capatina, A., Bleoju, G., Yamazaki, K. and Nistor, R. (2016). Cross-cultural strategic intelligence solutions for leveraging open innovation opportunities. Journal of Intelligence Studies in Business, 6(3), pp.27- 38.
Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business Review.
Chesbrough, H., Vanhaverbeke, W. and West, J. (2006). Open innovation. Oxford: Oxford University Press.
Cui, T., Ye, H., Teo, H. and Li, J. (2015).
Information technology and open innovation: A strategic alignment perspective. Information & Management, 52(3), pp.348- 358.
Dodgson, M., Gann, D. and Salter, A. (2006). The role of technology in the shift towards open innovation: the case of Procter & Gamble. R and D Management, 36(3), pp.333-346.
du Toit, A. (2015). Competitive intelligence research: an investigation of trends in the literature. Journal of Intelligence Studies in Business, 5(2), pp.14-21.
Garcia, J. and Pinzon, B. (2017). Key success factors to business intelligence solution implementation. Journal of Intelligence Studies in Business, 7(1), pp.48-69.
Gauzelin, S and Bentz, H. (2017). An examination of business intelligence systems on organizational decision making and performance: The case of France. Journal of Intelligence Studies in Business, 7-2.
George, G. and Lin, Y. (2016). Analytics, innovation, and organizational adaptation. Innovation, 19(1), pp.16-22.
Hansen, M. and Birkinshaw, J. (2007). The Innovation Value Chain. Harvard Business Review, June.
He, W. and Wang, F. (2015). A process-based framework of using social media to support innovation process. Information Technology and Management, 17(3), pp.263-277.
Hoppe, M. (2015). Intelligence as a discipline, not just a practice. Journal of Intelligence Studies in Business, 5(3), pp.47-56.
Hughes, S. (2017). Big Data is our Future. In: Strategic and Competitive Intelligence Professionals.
Huston, L. and Sakkab, N. (2006). Connect and Develop: Inside Procter & Gambles New Model for Innovation. Harvard Business Review, March.
IBM (2017). The Four Vs of Big Data. [online] IBM Big Data & Analytics Hub. Available at: http://www.ibmbigdatahub.com/infographic/fo ur-vs-big-data [Accessed 28 Sep. 2017].
Keeley, L. (2013). Ten Types of Innovation: The Discipline of Building Breakthroughs. Wiley.
Kottler, P. (2011). Can You Handle an Exponential Rate of Change?. [online] Forbes.com. Available at: https://www.forbes.com/sites/johnkotter/2011/ 07/19/can-you-handle-an-exponential-rate-of- change/#6b2e23dd4eb0. [Accessed 28 Sep. 2017].
Nienaber, H. and Sewdass, N. (2016). A reflection and integration of workforce conceptualisations and measurements for competitive advantage. Journal of Intelligence Studies in Business, 6(1), pp.5-20.
PRWeb (2017). Trade Show Expands Corporate Access to Open Innovation. [online] PRWeb. Available at:
http://www.prweb.com/releases/INPEX/Inven tHelp/prweb905814.htm [Accessed 28 Sep. 2017].
Rostami, N. (2014). Integration of Business Intelligence and Knowledge Management –A literature review. Journal of Intelligence Studies in Business, 4(2), pp.30-40.
Salvador, M., Zamudio, P., Benitez, E. and Bautista, B. (2014). Strategic Foresight: Determining Patent Trends in Additive Manufacturing. Journal of Intelligence Studies in Business, 4(3), pp.42-62.
Soilen, K. (2015). A place for intelligence studies as a scientific discipline. Journal of Intelligence Studies in Business, 5(3), pp.47- 56.
Soilen, K. (2016). A research agenda for intelligence studies in business. Journal of Intelligence Studies in Business, 6(1), pp.21-36.
Soilen, K. (2016). What role does technology play for intelligence studies at the start of the 21st century?. Journal of Intelligence Studies in Business, 6(3), p.4.
Vriens, D. and Soilen, K. (2014). Disruptive Intelligence - How to gather Information to deal with disruptive innovations. Journal of Intelligence Studies in Business, 4(3), pp.63- 78.
Watson, E. (2012). Coca-Cola on thinking like a start-up, open innovation and avoiding ‘Kodak moments’. [online] FoodNavigator-USA.com. Available at: http://www.foodnavigator- usa.com/Manufacturers/Coca-Cola-on- thinking-like-a-start-up-open-innovation-and- avoiding-Kodak-moments [Accessed 28 Sep. 2017].
Downloads
Published
Issue
Section
License
Copyright (c) 2017 Journal of Intelligence Studies in Business
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
