Record:   Prev Next
Author Cohen, Corine
Title Business Intelligence : The Effectiveness of Strategic Intelligence and Its Impact on the Performance of Organizations
Imprint Somerset : John Wiley & Sons, Incorporated, 2009
©2009
book jacket
Edition 1st ed
Descript 1 online resource (306 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Series Iste
Iste
Note Cover -- Business Intelligence -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- Chapter 1. Scanning the Environment: A Vital Necessity for Companies -- 1.1. Getting informed: a very well-established and necessary requirment -- 1.1.1. A fundamental need -- 1.1.2. "To be beaten is excusable, but to be taken by surprise is unforgivable" (Napoleon Bonaparte) -- 1.1.3. Acquiring or maintaining economic and political power -- 1.2. The corporation and its environment -- 1.2.1. The corporation: an open system interacting with its environment -- 1.3. Innovation and Japan -- 1.3.1. Innovation: a vital imperative for the corporation -- 1.3.2. Innovation: a mandatory strategic choice -- 1.3.3. Scanning for innovation strategy -- 1.3.4. The inevitable Japanese example -- 1.4. Conclusion -- Chapter 2. Evolution of the General Concept of Surveillance -- 2.1. The emergence phase -- 2.1.1. Scanning, F.J. Aguilar (1967) -- 2.1.2. Weak signal detection, I. Ansoff (1975) -- 2.1.3. Emergence of the notion of intelligence -- 2.1.4. France: pioneer of technological intelligence (̃1970) -- 2.1.5. English and French terminology -- 2.1.6. Characteristics -- 2.2. Phase of development -- 2.2.1. Predominance of the concept of Competitive Intelligence -- 2.2.2. Emergence of vigilance, surveillance, Strategic Watch and economic intelligence in France -- 2.2.3. Terminologies -- 2.2.4. Characteristics -- 2.3. Phase of consolidation -- 2.3.1. From practice to theory -- 2.3.2. Terminologies -- 2.3.3. Characteristics -- 2.4. Conclusion -- Chapter 3. The Global Measurement Model of Strategic Intelligence -- 3.1. Overview of the literature on SI effectiveness evaluation -- 3.2. Intelligence and performance -- 3.3. Definition of corporate performance and surveillance effectiveness -- 3.3.1. The general notion of performance
3.3.2. The general notion of effectiveness -- 3.3.3. Performance and effectiveness -- 3.4. The definition of the concept of measurement -- 3.4.1. Measurement -- 3.4.2. Evaluation -- 3.4.3. Assessment -- 3.5. A measurement model for surveillance effectiveness -- 3.5.1. The importance of evaluating intelligence effectiveness -- 3.5.2. An evaluation model for information systems adapted to surveillance systems -- 3.6. The importance of total quality management (TQM) -- 3.6.1. The origins of TQM -- 3.6.2. Principles and definitions of quality -- 3.6.3. The measurement of quality -- 3.7. The measurement of corporate performance -- 3.7.1. The different approaches to corporate performance -- 3.7.2. Contemporary performance measurement systems -- 3.8. Conclusion -- Chapter 4. Objectives, Products, Use and Context of Strategic Intelligence -- 4.1. Functions of surveillance -- 4.1.1. The main functions of Strategic Watch -- 4.1.2. The main functions of strategic intelligence -- 4.2. Objectives of intelligence -- 4.2.1. The objectives of Strategic Watch -- 4.2.2. Objectives of strategic intelligence -- 4.2.3. Objectives of competitiveness and organizational performance of SWI -- 4.3. SWI product and services -- 4.3.1. The value of information provided by the surveillance process -- 4.3.2. Production of surveillance services -- 4.4. SI uses -- 4.5. Context of surveillance -- 4.5.1. The influence of corporate environment -- 4.5.2. The influence of corporate characteristics -- Chapter 5. Evaluation of the Organizational Resources of SI -- 5.1. Formalization of the watch and SI activity -- 5.1.1. A certain degree of formalization of the SWI activity -- 5.2. Seniority of the SWI function -- 5.3. Centralization, decentralization and the number of SWI points -- 5.4. The hierarchical connection -- 5.5. Network organization -- Chapter 6. Evaluation of the SI Process
6.1. Phase 1: the determination of information needs -- 6.1.1. Extent and direction of surveillance -- 6.1.2. Field prioritizing or axes of surveillance -- 6.1.3. Updating the identification of information needs -- 6.2. Phase 2: information research and collection -- 6.2.1. Sources of information -- 6.2.2. The value of information sources -- 6.2.3. The value of collected information -- 6.3. Phase 3: information processing -- 6.3.1. The analysis of information -- 6.3.2. Information synthesis -- 6.3.3. Formatting of information -- 6.4. Phases 2 and 3 bis: storage -- 6.5. Phase 4: distribution -- 6.5.1. Recipients and the extent of distribution -- 6.5.2. The moment of distribution -- 6.5.3. Distribution channels -- 6.5.4. Slowdowns in the circulation and distribution of information -- 6.6. Phase 5: information use -- 6.7. Feedback -- 6.8. Control -- Chapter 7. Evaluation of Human, Technical and Financial Resources of SI -- 7.1. Human methods -- 7.1.1. Perceived importance and usefulness of surveillance -- 7.1.2. The support and involvement of upper management -- 7.1.3. The existence and quality of the SWI manager -- 7.1.4. The quality of the other SWI players -- 7.1.5. A collective culture of information -- 7.2. Technical methods -- 7.2.1. Information research collection tools -- 7.2.2. Tools for information processing -- 7.2.3. Tools for information storage -- 7.2.4. Tools for information distribution and communication -- 7.2.5. The intranet -- 7.3. Financial resources -- 7.3.1. A budget for SWI needs -- 7.3.2. The existence of a budget specific to SWI -- 7.4. Conclusion -- Chapter 8. SI Measurement Tools for SI Managers -- 8.1. Organizational methods -- 8.1.1. The degree of formalization of SI -- 8.1.2. Seniority of the SI function -- 8.1.3. SI organization -- 8.1.4. The hierarchical ranking -- 8.1.5. The existence of a network organization
8.2. Resources for the intelligence process -- 8.2.1. Phase 1. The determination of information needs -- 8.2.2. Information research and collection phase -- 8.2.3. Information processing phase -- 8.2.4. Storage phase -- 8.2.5. Distribution phase -- 8.2.6. SI use phase -- 8.2.7. Feedback phase -- 8.2.8. SI evaluation and control phase -- 8.3. Human methods -- 8.3.1. Perception of SI by personnel and management -- 8.3.2. Support and involvement of upper management -- 8.3.3. The existence of the SI manager -- 8.3.4. SIM attributes -- 8.3.5. The quality of SI professionals -- 8.3.6. Culture of the corporation -- 8.4. Technical methods -- 8.4.1. The nature of technical tools used -- 8.4.2. The diversity of the technical tools used -- 8.4.3. The quality of technical tools used -- 8.5. Financial methods -- 8.5.1. The SI budget -- 8.5.2. Budget appropriateness to the needs of SI -- 8.6. The SI context -- 8.6.1. Corporate environment -- 8.6.2. Corporate characteristics -- Chapter 9. Measurement Tools for SI Users -- 9.1. SI product and services -- 9.1.1. Level of user satisfaction on information quality -- 9.1.2. The degree of user satisfaction on the quality of services offered -- 9.2. Using SI -- 9.2.1. Products of SI used -- 9.2.2. Watch or intelligence? -- 9.2.3. The connection between intelligence and strategy -- 9.2.4. The level of SI integration in the strategic decision -- 9.2.5. General satisfaction with the SI department -- 9.2.6. The rate of use and level of SI solicitation -- 9.3. SI results: the intelligence-performance control panel -- 9.3.1. The measure of SI effectiveness -- 9.3.2. The evaluation of SI activity impact on corporate performance -- 9.3.3. The measure of efficiency -- 9.3.4. Other user perceptions -- 9.4. Conclusion -- Conclusion -- Bibliography -- Index
Following a long process of qualitative, quantitative, and empirical research next to Strategic Intelligence (SI) experts and large companies, this book proposes a way to improve SI and its impact on the performance of an organization. From an exploration, description and evaluation model of SI, a measurement tool in two parts has been built. For all kind of firms and all advancement levels of SI, it explains the construction of a control panel which can be used to pilot SI and its impact on the performance of an organization
Description based on publisher supplied metadata and other sources
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
Link Print version: Cohen, Corine Business Intelligence : The Effectiveness of Strategic Intelligence and Its Impact on the Performance of Organizations Somerset : John Wiley & Sons, Incorporated,c2009 9781118557648
Subject Business intelligence.;Strategic planning.;Information technology -- Management
Electronic books
Alt Author Corsi, Patrick
Dulieu, Mike
Record:   Prev Next