Strategic Intelligence Systems Research Articles

A Framework for Strategic Intelligence Systems Applied to Education Management: A Pilot Study in the Community of Madrid

The management of educational policies is a complex issue. There are complexities related to the country’s organizational system (competencies delegated by different areas in some cases), and to the limited resources in the educational system. In addition, there are many variables that need to be managed: ICT resources, special educational needs, human resources available, the socioeconomic characteristics of each district, etc. These types of issues are similar to those dealt with by strategic intelligence management. In this field, commonly included within innovation management, methodological frameworks are established that enable collection and consolidation of data from various sources and their subsequent exploitation to enhance decision-making based on previously identified needs. This article presents the details of a pilot plan aimed at implementing a framework for strategic intelligence management in the educational management system of the Community of Madrid (Spain). These intelligence systems are difficult to deploy in educational organizations that have highly fragmented management as in the case described in our pilot plan, although their implementation leads to more correct and agile decision-makings. This paper describes the steps carried out to define the new management platform requirements, its technical implementation issues, and the validation results that demonstrate its functional validity and acceptance by end-users participating in the described pilot project.

Stratejik Zekâ Yönetim Sisteminin Kurumsal Performansa Etkisi (Effects of Strategic Intelligence Management System on Corporate Performance)

Purpose – This research aims to investigate impacts of strategic intelligence production and deployment capabilities of top 500 industrial enterprises of Turkey on corporate performance from the perspective of management system and balanced scorecard. Design/methodology/approach – A random sample drawn from top 500 industrial enterprises of Turkey is surveyed face to face in order to reveal their typical characteristics and relation of their strategic intelligence capabilities to corporate performance through descriptive statistics and regression analysis respectively.. Findings – The analysis indicates that strategic intelligence management system solely accounts for 46.5% of corporate performance but its effect increases to 51.6% as it is integrally operated with competitive intelligence, business intelligence and knowledge management. Business intelligence and knowledge management rise corporate performance by 4.8% and 0.3% respectively while competitive intelligence has no discernible effects on the performance. Discussion – Strategic intelligence is dependent on cognitive capabilities managers unless it is systematically produced within the organizational management system. Lack of strategic intelligence system confines organizations solely to cleverness of managers, leading to performance gaps and strategic failures. Systematization of management of strategic intelligence can overcome these drawbacks. Indeed, the research findings indicate that strategic management system make profound impacts on corporate performance. Thus, this study concludes that establishment strategic management system is a requirement for attainment of outstanding corporate performance and its sustainability.

Inteligencia Estratégica en un mundo globalizado en Latinoamérica: Retos y desafíos en el siglo XXI

La inteligencia en general ha sido catalogada como algo misterioso por las experiencias históricas en Latinoamérica así como por el desconocimiento en general sobre la verdadera esencia de la inteligencia como actividad primordial del Estado. Este trabajo se enfoca en el análisis del papel de la Inteligencia Estratégica como elemento fundamental de la política pública de seguridad y defensa de la nación en Latinoamérica. Los cambios ocurridos en los albores del presente siglo para la recolección y análisis para la producción de inteligencia son fundamentales. El análisis del poder, internet, la tecnología digital, robótica y computadoras inteligentes son responsables de los cambios más acelerados de nuestra historia. La Inteligencia Estratégica requiere una reforma integral de funcionamiento, en cinco aspectos a destacar: 1) Distinción en materia de competencia de los organismos de inteligencia. 2) la dependencia de los organismos de inteligencia. 3) Limitar la asignación de competencias en materia de inteligencia interior. 4) Establecimiento de un órgano de coordinación al máximo nivel del Estado y 5) Controles externos eficaces. Estos aspectos son imprescindibles para un sistema de inteligencia estratégico acorde con las exigencias del presente y futuro.

Strategic Intelligence Systems And The Independent Insurance Agent: Perceptions, Problems, And Potential

<span>This article reports the results of a study which examined independent insurance agents perceptions of strategic intelligence systems (SIS). The findings indicate that while strategic intelligence systems are purported to exist in many agencies, their focus often is on conventional rather than more potentially strategic activities and issues. The results also indicate that numerous problems limit the participation of agents in strategic intelligence activities. In addition to a lack of preparedness, respondents identified procedural problems, a lack of resources, and a weak effort/outcome relationship.</span>

Assessing European futures in an age of reflexive security

Over the past decade, European assessments of organised crime have evolved into strategic future-oriented intelligence systems. Policy-makers want to be informed about coming organised crime threats and challenges. We use the concepts of reflexive government and reflexive security to explore this shift in EU policing, and suggest that strategic planning in the field of organised crime control might benefit from the use of scenario methodologies. We focus on the assumptions that underpin scenario exercises and we outline how they might be developed.

Actualizing the vision

Competitive Intelligence ReviewVolume 9, Issue 1 p. 1-2 President's Message Actualizing the vision Wayne A. Rosenkrans Jr., Wayne A. Rosenkrans Jr. Director, Strategic Intelligence Systems, Windhover Information, Inc.Search for more papers by this author Wayne A. Rosenkrans Jr., Wayne A. Rosenkrans Jr. Director, Strategic Intelligence Systems, Windhover Information, Inc.Search for more papers by this author First published: 03 January 2001 https://doi.org/10.1002/(SICI)1520-6386(199801/03)9:1<1::AID-CIR1>3.0.CO;2-7AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume9, Issue1January/March 1998Pages 1-2 RelatedInformation

Testimonials

Competitive Intelligence ReviewVolume 8, Issue 4 p. 1-1 President's Message Testimonials Wayne A. Rosenkrans Jr., Wayne A. Rosenkrans Jr. Director, Strategic Intelligence Systems, Windhover Information, Inc.Search for more papers by this author Wayne A. Rosenkrans Jr., Wayne A. Rosenkrans Jr. Director, Strategic Intelligence Systems, Windhover Information, Inc.Search for more papers by this author First published: 22 March 2007 https://doi.org/10.1002/(SICI)1520-6386(199724)8:4<1::AID-CIR1>3.0.CO;2-6AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume8, Issue4Winter 1997Pages 1-1 RelatedInformation

Strategic intelligence systems

This paper suggests that a “strategic intelligence system” (SIS) provides the information needed by top-level decision makers. Drawing upon accounts of military and political intelligence operations, four basic areas of SIS design are specified: identification of strategic issues, data collection, integration of information obtained, and intelligence report. Basic choices in SIS organizational structure and in SIS “doctrine” are also examined. The breadth of concern with information collection and use in the intelligence literature has particular applicability to non-military and non-political organizations. Intelligence focuses attention on transferring meaning from the evironment to the strategist. It is also concerned with the way in which information collection can protect and advance the objectives of the organization.

The future of organizational privacy

Privacy is important to organizations in competitive situations and also in other relations. This paper argues that organizational privacy is increasingly vulnerable to the “strategic intelligence systems” of other organizations. Just beginning to be widely developed, these systems are capable of correlating small, individually inconsequential, bits of information to predict the capability and strategy of other organizations. As organizations become more interdependent and involved in more frequent contact with other organizations, it is suggested that strategic intelligence systems can be even more effective, since each interaction in the environment creates some evidence about capacity and intention that others can collect and interpret. Thus the complex environment characteristic of most corporations may in itself decrease the chance for organizational privacy. Although regulation may be desirable, information systems oriented toward strategic estimation appear to be especially difficult to regulate. Information policy may instead have to focus on promoting the ability of organizations to operate effectively in information rich but increasingly “transparent” environments.

Toward Strategic Intelligence Systems

There has been a dramatic increase in the use of strategic planning tools in the past decade. Since the quality of strategic planning will be greatly impacted by the quality of the information inputs, increasing attention should be paid to the systematic development of strategic intelligence systems. Examples are drawn from a field research project on these systems.

Toward Strategic Intelligence Systems

There has been a dramatic increase in the use of strategic planning tools in the past decade. Since the quality of strategic planning will be greatly impacted by the quality of the information inpu...

The Beginnings of a United States Strategic Intelligence System in Latin America, 1809-1826

The Beginnings of a United States Strategic Intelligence System in Latin America, 1809-1826