The Intelligence Alchemy and the twenty first century organisation

Stuart Maguire, Oji Udechukwu (Corresponding Author), Ian Robson

Research output: Contribution to journalArticle

Abstract

This paper examines the way that a major global organization manages organizational intelligence for competitive and strategic advantage. We demonstrate the full complexity of organizational intelligence management through a case observation. Earlier research has already established the fact that there is a direct relationship between good corporate intelligence and strategic change. The fact that businesses are operating within business environments that are even more complex and dynamic than before means that many firms are planning with less certainty than before. As we begin to explore possible competitive scenarios for the twenty‐first century organization, a radical rethink on current organizational intelligence strategy needs to commence, especially as companies deal with more challenging and disruptive scenarios such as terrorism and industrial espionage. The research range will need to be expanded to ensure that its implications can be tested. The procurement of more systems and data centers will not necessarily provide that strategic edge organizations need. Instead, organizations need to focus on enhancing the role of the intelligence analyst and managers. A case study is used to support arguments that the twenty‐first century organization cannot be solely reliant for its strategic planning process on systems without substantial investment in the human aspects of intelligence management. Copyright © 2009 John Wiley & Sons, Ltd.
Original languageEnglish
Pages (from-to)125-139
Number of pages14
JournalJournal of Strategic Change
Volume18
Issue number3-4
DOIs
Publication statusPublished - May 2009

Fingerprint Dive into the research topics of 'The Intelligence Alchemy and the twenty first century organisation'. Together they form a unique fingerprint.

  • Cite this