SIKANDER KHANSIKANDER KHANDoctor of Business AdministrationDoctor of Business Administration

Associate Professor of International Associate Professor of International

Business/FDIBusiness/FDI

Mobile: +46-70-578 5641Mobile: +46-70-578 5641

email: email: sik@fek.su.se

WWW.FEK.SU.SEWWW.FEK.SU.SE

Stockholm University School of Business

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BusinessIntelligenc

e

BusinessIntelligenc

e

PolitiskIntelligenc

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BusinessIntelligenc

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EkonomiskIntelligenc

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PolitiskIntelligenc

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BusinessIntelligenc

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EkonomiskIntelligenc

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PolitiskIntelligenc

e

Teknologisk

Intelligence

BusinessBusinessIntelligenceIntelligence

Market Intelligence

EconomicIntelligence

PoliticalIntelligence

TechnologicalIntelligence

Business Intelligence Components

September modelS=Social; E=Economic;P=Political; =Technology

The BI-cycleHypothesis/Question

Information need

Source selection

Collection

Processing and Analysis

Answers andPackaging

Disseminationand Presentation

Decision

Spontaneous business intelligence

Organized business intelligence

Success factors...

• Motivate the employees

• Positive interaction among the employees

• Stimulating work environment

ChaosChaos

BI - Networking

Moral, ethics and business intelligence

Create proactive intelligence for pre-emptive strategic moves

All eggs in one basket - Risk spreading?

Develop an ”Early Warning System”

Three most devastating blindspots are:Three most devastating blindspots are:

1) UNCHALLENGED ASSUMPTIONS1) UNCHALLENGED ASSUMPTIONS

2) CORPORATE MYTHS2) CORPORATE MYTHS

3) CORPORATE TABOOS3) CORPORATE TABOOS

Each company harbors blindspots,Each company harbors blindspots,

or is breeding some....or is breeding some....

Early Warning by

Ben Gilad

2004, AMACOM books, New York

Business blindspots = Error in judgement Business blindspots = Error in judgement

Three ways in which decision can go Three ways in which decision can go wrong:wrong:

1) not all the relevant information is 1) not all the relevant information is available;available;

2) the available data are ambiguous and 2) the available data are ambiguous and wrongly interpreted; and wrongly interpreted; and

3) available information is filtered (biased 3) available information is filtered (biased sunglasses)sunglasses)

Market research is not competitive intelligenceMarket research is not competitive intelligence

Mixing up of tactical (marketing) versus Mixing up of tactical (marketing) versus strategic intelligencestrategic intelligence

ALLIED INTELLIGENCE (strategic alliances) -- Japanese ALLIED INTELLIGENCE (strategic alliances) -- Japanese model: supplier partnershipmodel: supplier partnership

HUMINT: Human intelligence -- person-to-person contactHUMINT: Human intelligence -- person-to-person contactAre there truly any business secrets?Are there truly any business secrets?

95% of all necessary intelligence, corporate or military, 95% of all necessary intelligence, corporate or military, can be found in the public arenacan be found in the public arena

Reverse engineer a competitor’s productReverse engineer a competitor’s product

Intellectual propertyIntellectual propertyFierce competitiveness among Japanese companies as a Fierce competitiveness among Japanese companies as a competitive advantage for the global market (Porter)competitive advantage for the global market (Porter)

BUILDING A FINANCIAL STATEMENTBUILDING A FINANCIAL STATEMENT

Credit reportsCredit reportsDun & BradstreetDun & BradstreetFamily Tree ServiceFamily Tree Service

Yellow pages and city directories/InternetYellow pages and city directories/Internet

ACQUIRING ACQUISITION INTELLIGENCEACQUIRING ACQUISITION INTELLIGENCEOld Boy networkOld Boy networkInvestment bankers Investment bankers