lund university school of economics and management 2 företagets underrättelsearbete stein...

Lund University School of Economics and Management

2

Företagets underrättelsearbete

Stein Kleppestø

Företagsekonomiska institutionen


3

Grundläggande elementen hos intelligenta aktörer

Perception

Se

Beslut

Handla

Kognition

Förstå/Inse


4Impediments to effective competitor analysis:

Factors

External to CA fuction ranking rankingContext-organizationManagerial culture 2 23,80 1 34,20Lack of infromation synergy across levels 12,30Wide range of information needs 5,50CA driven from top, not user-drievn 7,90 2,70General information management problems 6,30 4 16,40Clients needs not specified 3,20 10,90Resource constraints 1,60 2 20,50

42,80 102,50

Context-environmetLegal constraintsAvailability of processed information from external sources 6,30 5,50

4,8011,10 5,50

Internal to CA functionData managementInadequate IT-systems 11,10 3 19,20Need to improve acquistion from line 6,30 1,40Redundancy of outputs 3,20 5,50Inadequate quality check on sources 4,10

20,60 30,20

AnalysisLack of appropriat methodologies 4 17,50 6,80Need to be more predictive 5 15,90 8,20Too much data, too little analysis 5 15,90 12,30problems in reconciling hard/soft 9,50 9,60Non-cumulative: ouputs discontinuous 7,90 11,00Own company template 7,90 1,40

74,60 49,30

ImplicationsLack of relevance of outputs to action 1 31,70 9,60Credibility problems 3 19,00 5 15,10

50,70 24,70

Cited byClients Analystsn=63 n=73

Managerial culture 2 23,80 1 34,20 i.e. Not an integrated part of decision making

Lack of relevance of output to action 1 31,70 9,60 i.e. Not perceived as relevant in decision making


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Some fundamental problems:

1. Perceived lack of relevance of output to action

2. Credibility problems3. Managerial culture4. Lack of information-sharing

culture5. Lack of management support6. Lack of feed-back from users to

BI-unit7. Perceived lack of predictability8. Too much data, too little

analysis9. Subordination of intelligence to

policy10. Received opinion11. Mirror-imaging12. Unavailability of information

when and where needed

13. Intelligence is not used14. Misinterpretation by decision

makers15. Capability to identify real

intelligence needs (by users and analysts)

16. Methodological (perceptive, cognitive, scientific) problems in collection and analysis of data

17. Distortion problems in storing data

18. Distribution problems, identifying “need-to-know” solutions

19. Communication problems with users

20. Lack of comprehensive organizational learning and use of Intelligence


6

The Vietnam case:

– Intelligence not used– Misinterpretation by decision makers– Cooked on demand– Intelligence little else than common-sense– Focus on easily quantifiable data


7

Top list of beginner’s errors:

• Starts researching before understanding the needs• Spends too much time on research and too little on

analysis• Recites facts instead of interpreting facts• Forgets to state what is known and what is rumor• Does not clearly present the bottom line or what is the

essence of the analysis• Produces a data dump instead of a concise analysis• Concentrate of the past and does not try to anticipate the

future• Fails to understand the importance of a deadline


8

Conscious

Automated

Objectified

Collective

Individual Social

Explicit

Implicitortaken-for-granted

Codified as in a library

As in company culture

From Spender


9

Four premises of organizational learning (OL)

• OL involves a tension between assimilating new learning (exploration) and using what has been learned (exploitation)

• Organizational learning is multilevel: individual, group, and organization

• The three levels of OL are linked by social and psychological processes: initiating, interpreting, integrating, institutionalizing

• Cognition affects action (and vice versa)

From Crossan et al, 1999


10

Organizational learning (4Is)

Level Process Input/outcomes

Individual Intuiting

ExperienceImagesMetaphors

InterpretingLanguageCognitive mapsConversation/dialogue

IntegratingShared understandingMutual adjustmentInteractive systems

Organization InstitutionalizingRoutineDiagnostic systemsRules and procedures

Group



11

Organizational learning as a dynamic process

Individual Group

Feed forward

Organizational

Intuiting

Institutionalizing

Individual

Group

Organizational

Feed b

ack

Interpreting

Integrating



12

Strategic knowledge – what is it?

• Strategic knowledge is an endogenous part of the totality of organizational knowledge, but analytically separate (in the eyes of observers and actors) in as much as it is given (temporal) importance when explaining the business at hand.

• It can either be seen as a fairly stabile entity adjusted only for minor environmental changes and realized ignorance.

or• It can be seen as a truly ongoing learning process in the

face of emerging strategic contexts. Emerging should be understood in the sense of: constantly created in the field between environment and corporation.


13

Strategic Learning

• The concept of strategic knowledge points to strategic learning, availability of information and the conduciveness of the organization (i.e., how organizational structures and processes facilitate strategic learning).


14

The traditional concept of business intelligence:

• The predominant methodology and organization of business intelligence operations (separation of tasks, specialization, and centralization)

• The fundamental metaphor: the jigsaw puzzle.• Strategic knowledge is predominately explicit.• The fundamental problem of (perceived)

irrelevance and distrust.• Strategic decision making is orderly and

rational.


15

Looking for a new concept of business intelligence:

• Strategic knowledge is mainly tacit.• Organizational learning (creation of knowledge)

in Nonaka’s knowledge spiral, emphasizing “Sympathized knowledge”.

• The need for distributed control.• The inherent uncertainty of chaos.• Strategic decision making is a complex sense

making process, inseparable from action and learning.


16

The BI function in a growing complexity

CollectionPassive

Reactive

AnalysisActive

Wider

Future oriented

Strategy developmentDecision support

Change management

Yes ? No

Mo

vin

g t

ow

ard

s cl

ose

r in

teg

rati

on


17

Analyst• Environment controller• Benchmarking• KPI analyst

Information collection• Librarian• Press-clipping• Historian

Information seeker• Journalist• Trend spotter

Strategist• Trend analyst• Consultant• Devils advocate

The new BI

Analyses

Research

Reactive Proactive


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