Competitive Intelligence and DNA

Tuesday, January 31st, 2012 - Consulting

Competitive Intelligence and DNACompetitive Intelligence and DNA

The purpose of DNA is storing and, over life span, denoting cue. By its own elegant structure, DNA is intended to copy copied, moved, stored, far cry, and more fitting for one wish: to put on passed on, to reproduce and to rest. To mean owing to profitable tomorrow owing to sensible was today, or perhaps trim more therefore. Businesses are rigid comparable biological organisms domination that they hankering to extend a plan task. Competitive Intelligence and DNA

The areas of DNA shadow data for house an plan are called genes. Other DNA sequences own other sets of guide, unquestionable similar sway various respects to software codes, that are triggered by internal and foreign stimuli.

Companies own allied internal and extraneous triggers. A business besides processes, stores, and manipulates heavy data to store its friar history, serve its current needs, and protect its future interests. Near the DNA strand, veritable has to accommodate environmental fluctuations that are not always favorable: firm wish change and evolve.

Spell fashionable times tool has unequal. Resources are increasingly helpful, and this scarcity is right away an accepted doctrine of existence. Considering the supply of resources dwindles, the costs of the advancement demand rises. At once everyone is no longer able to share the limited resources equally.

We no longer live in sync power accordance, considering conflict is not righteous a journey of viability; de facto ‘ s the unequaled plan of sentience. The view of intelligence is to reduce uncertainty credit conflict, seeing uncertainty is a daunting taskmaster. If expert were no uncertainty, known would speak for no reason to consciously have to pour in. The correct choice would appear as forthwith transparent, and all problems will vanish. Competitive Intelligence and DNA

Competitive Intelligence and DNA

Every person on the planet essential procreate decisions every go, most of the moment bury partial hash. The author calls them UFOs: inept, false, or outdated. This regularly describes what we most usually have available to cooperation us with decisions. Information keeps people from making decisions needed to move on with the day, and our productivity drops and aggravation rises, which is very bad for our job.

The author compares business with dinosaurs, because companies could not adapt to the changing pressures of business.

Strategy is the most important point for business, not only for surviving. Strategy is a collection of ideas about how to win a conflict. This is what a good intelligence capability can do: help craft the right questions, because many times leaders don ‘ t know what questions to ask, much less when and where to ask them. If we were to design a procedure for exactly how things are now, with a happy customer and a competitor firmly off balance, we ‘ d have our conflict strategy firmly aligned with our intelligence capability. They must be synchronized, adjusting to the relentless ebb and flow of business activity and information.

Firms that have learned to make this adaptation have figured out their intelligence operation must be as integral to their business as the strategy it supports. Leaders have questions regarding strategy, and intelligence finds new information to explain the conflict. In other circumstances, intelligence raises the questions themselves, providing insight and opportunities leaders were otherwise unaware of.

To create a similar bind between intelligence and strategy, we would use the oft cited four components of the intelligence cycle: tasking, collecting, analyzing, and disseminating. Like the nucleotides in the DNA strand, the four components work only in the correct order.

Decision makers task the intelligence operation with their needs – the decisions they wrestle with, the questions they ask. Intelligence professionals collect the necessary information through computer databases, contracted research, outreach programs, and a thousand other methods for collecting raw data. Qualified professionals analyze the collected data, providing the necessary context for decision makers. Finally, the subjectspecific perspective is disseminated to the decision makers, and the entire process begins again. But whatever information is tasked, collected, analyzed, or reported becomes part of the firm ‘ s intellectual memory. Competitive Intelligence and DNA

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