Connecting strategy and competitive intelligence: refocusing intelligence to produce critical strategy inputs

Citation

Fahey, L. (2007), "Connecting strategy and competitive intelligence: refocusing intelligence to produce critical strategy inputs", Strategic Direction, Vol. 23 No. 4. https://doi.org/10.1108/sd.2007.05623dad.003

Connecting strategy and competitive intelligence: refocusing intelligence to produce critical strategy inputs

Connecting strategy and competitive intelligence: refocusing intelligence to produce critical strategy inputs

Fahey Liam Strategy & Leadership, Vol. 35 No. 1

Purpose – To refocus intelligence professionals toward the development of a short set of critically important outputs that can serve as inputs to strategy making – irrespective of the type of strategy or the kind of business involved. Design/methodology/ approach – The paper addresses how to build a bridge between the many outputs typically generated by intelligence professionals and the analysis needs of those responsible for developing and executing strategy. Findings – Drawing from the author’s experience working with leading corporations, the paper condenses a wide range of intelligence outputs into five key sets domains: marketplace opportunities, competitor threats, competitive risks, core assumptions, and key vulnerabilities. Practical implications – The paper details the key outputs that the intelligence function should deliver to managers and other decision makers. It enables managers to guide intelligence professionals to create strategy inputs that will better support a range of strategic, operating and investment decisions. Originality/value – The paper provides a framework of desired intelligence outputs or strategy inputs that should enable greater efficiency and effectiveness in any organization’s intelligence work and more tightly integrate intelligence work into all facets of strategy development and execution.

Keywords: Strategic planning, Competitive strategy, Intelligent networks