Post on 13-Jan-2016
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Lund University School of Economics and Management
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Företagets underrättelsearbete
Stein Kleppestø
Företagsekonomiska institutionen
Lund University School of Economics and Management
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Grundläggande elementen hos intelligenta aktörer
Perception
Se
Beslut
Handla
Kognition
Förstå/Inse
Lund University School of Economics and Management
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
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The Vietnam case:
– Intelligence not used– Misinterpretation by decision makers– Cooked on demand– Intelligence little else than common-sense– Focus on easily quantifiable data
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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
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Conscious
Automated
Objectified
Collective
Individual Social
Explicit
Implicitortaken-for-granted
Codified as in a library
As in company culture
From Spender
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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
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Organizational learning (4Is)
Level Process Input/outcomes
Individual Intuiting
ExperienceImagesMetaphors
InterpretingLanguageCognitive mapsConversation/dialogue
IntegratingShared understandingMutual adjustmentInteractive systems
Organization InstitutionalizingRoutineDiagnostic systemsRules and procedures
Group
From Crossan et al, 1999
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Organizational learning as a dynamic process
Individual Group
Feed forward
Organizational
Intuiting
Institutionalizing
Individual
Group
Organizational
Feed b
ack
Interpreting
Integrating
From Crossan et al, 1999
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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.
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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).
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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.
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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.
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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
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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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