A Critique of the Strategic Competitive Intelligence Process within a Global Energy Multinational

Two competitive intelligence processes within a Global Energy Multinational are critically analyzed – Competitive Strategic Business Intelligence (CIAD) and Competitive Technical Intelli-gence (CTI). It has been found that the CIAD process is linear and carried out by small team of ana-lysts from which intelligence moves upward to be actioned at the highest levels of a layered organi-zation. There is limited feedback and knowledge sharing. In contrast the CTI approach follows a networked model, with competitive intelligence viewed as individual line responsibility. Intelligence information passes laterally, upward and downward through a flat organizational structure. Conse-quently these models can be viewed as a response to a variance of styles of management and organ-izational structure within the organization. A key stumbling block is found to be an organizational culture that prevents open knowledge sharing. The use of technology is identified to be a key enabler allowing transparency and rapid transfer of intelligence across the organization, and thereby facilitat-ing a knowledge-sharing culture. Knowledge management and competitive intelligence are therefore viewed as intimately related. A successful competitive intelligence process requires attention to cul-tural issues, facilitated by technology to ease knowledge sharing