By Jay Liebowitz
Strategic intelligence (SI) has usually been utilized in army settings, yet its worthy is going well past that restricted function. It has develop into priceless for making improvements to any organization's strategic selection making procedure. the writer of Strategic Intelligence: enterprise Intelligence, aggressive Intelligence, and data administration acknowledges synergies between part items of strategic intelligence, and demonstrates how executives can top use this inner and exterior details towards making greater judgements. Divided into significant components, the booklet first discusses the convergence of data administration (KM), enterprise intelligence (BI), and aggressive intelligence (CI) into what the writer defines as strategic intelligence. the second one a part of the quantity describes case reviews written by way of well-known specialists within the fields of KM, BI, and CI. The case reviews contain strategic eventualities at Motorola, AARP, Northrop Grumman, and different marketplace leaders. concerning the Editor Jay Liebowitz, D.Sc., is a whole professor within the Graduate department of industrial and administration and software director for the Graduate certificates in aggressive Intelligence at Johns Hopkins collage. the 1st wisdom administration officer at NASA Goddard area Flight heart, he additionally served because the Robert W. Deutsch individual Professor of knowledge structures on the college of Maryland-Baltimore County, professor of administration technological know-how at George Washington collage, and Chaired Professor of synthetic Intelligence (AI) on the U.S. military warfare university. A founder and chairperson of the area Congress on specialist platforms, he's a Fulbright student, IEEE-USA Federal Communications fee govt Fellow, and laptop Educator of the yr (International organization for computing device info Systems).
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Additional info for Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management
Everyone seemed to feel that they had a strong contribution to make in their area of expertise. The main recurring responses were best practices of high-performing organizations and policy development. Because several people have experience in knowing best practices to be used, the best-practice/lessons-learned system should tap the expertise of these individuals to include their best/worst practices in the system. Overall, from the additional comments provided in the survey, the staff members were pleased to participate in this knowledge audit study and felt it helped clarify their own role in JL.
The lessons-learned system should include a push approach (versus a pull approach) to sending appropriate lessons to staff members at the time they need it. In terms of critical knowledge at risk of being lost because of turnover or lack of backup expertise, there appear to be several potential gaps. Some of these include JL’s institutional history (case studies from other regions), older grants, evaluation initiatives prior to the year 2000, relationship history with grantees, solutions to grant agreement disputes, etc.
Pelz-Sharpe, A. , KM: past and future, KM World, January 2005. Raub, S. , Implementing KM: three strategies for effective chief knowledge officers, European Management Journal, Vol. 22, No. 6, 2004. Rothberg, H. , From Knowledge to Intelligence: Creating Competitive Advantage in the Next Economy, Butterworth-Heinemann/Elsevier, Boston, MA, 2005. Seeley, C. , Crafting a Knowledge Management Strategy, KM review special report, Melcrum Publishing, London, 2001. , A knowledge-based theory of the firm to guide in strategy formulation, Journal of Intellectual Capital, Vol.
Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management by Jay Liebowitz