The Experts below are selected from a list of 1656 Experts worldwide ranked by ideXlab platform
Jp Kruger - One of the best experts on this subject based on the ideXlab platform.
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a study of Strategic Intelligence as a Strategic management tool in the long term insurance industry in south africa
European Business Review, 2011Co-Authors: Rene Pellissier, Jp KrugerAbstract:Purpose – The purpose of this paper is to explore the extent to which Strategic Intelligence is utilised within the South African long‐term insurance industry and whether it could be used to identify opportunities or threats within the global environment to remain competitive, create greater innovation, and corporate advantage.Design/methodology/approach – The approach of this paper is to obtain the qualitative views and opinions of Strategic decision makers, on an executive managerial level within the South African long‐term insurance industry, on their organizations' use of Strategic Intelligence.Findings – There are marked differences in the conformity and usage of Strategic Intelligence and its components between the organizations surveyed, with a measurable difference between large and small organizations, however, it is generally viewed that the use of a Strategic Intelligence framework could greatly enhance decision making.Research limitations/implications – Data collection was limited to the 82 lo...
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understanding the use of Strategic Intelligence as a Strategic management tool in the long term insurance industry in south africa
SA Journal of Information Management, 2011Co-Authors: Rene Pellissier, Jp KrugerAbstract:The purpose of this research paper was to explore the extent to which Strategic Intelligence is utilised within the South African long-term insurance industry and whether it could be used to identify opportunities or threats within the global environment to remain competitive, create greater innovation, and corporate advantage. The paper obtained the qualitative views and opinions of Strategic decision makers, on an executive managerial level within the South African long-term insurance industry, on their organisations use of Strategic Intelligence. It was found that there are marked differences in the conformity and usage of Strategic Intelligence and its components between the organisations surveyed, with a measurable difference between large and small organisations. It is, however, generally viewed that the use of a Strategic Intelligence framework could greatly enhance decision-making. Data collection for the research undertaken was limited to the 82 long-term insurance companies, which were registered with the South African Financial Services Board. More specifically the focus was on the organisations listed on the Johannesburg Securities Exchange within the Life Assurance sector, within which a final response rate of 36.1% was achieved, including the 100% response rate from the six listed organisations. By understanding the extent to which Strategic Intelligence is utilised in the South African longterminsurance industry, and the benefits or problems that are experienced by implementing and using Strategic Intelligence as an input to the Strategic management process we can comprehend the value that Strategic Intelligence adds in the decision making process. The originality of this work concludes in the identification and utilisation of the most important factors of a Strategic Intelligence framework that will greatly enhance global corporate decisionmakingand result in competitive advantage and constant innovation within the South African business environment.
Alan Barnes - One of the best experts on this subject based on the ideXlab platform.
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a confusion not a system the organizational evolution of Strategic Intelligence assessment in canada 1943 to 2003
Intelligence & National Security, 2019Co-Authors: Alan BarnesAbstract:ABSTRACTRecently released documentation has for the first time made it possible to describe the organizational evolution of Strategic Intelligence assessment in Canada. During the 60-year period su...
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geopolitical forecasting skill in Strategic Intelligence
Journal of Behavioral Decision Making, 2018Co-Authors: David R Mandel, Alan BarnesAbstract:Extending research by the authors on Intelligence forecasting, the forecasting skill of 3622 geopolitical forecasts extracted from Strategic Intelligence reports was examined. The codable subset of forecasts (N = 2013) was expressed with verbal probabilities (e.g., likely) and translated to numeric probability equivalents. This subset showed very good calibration and discrimination, but also underconfidence. There was no support for the hypothesis that forecasting skill was good mainly because of the general ease of forecasting topics. First, forecasting skill was as good among authoritative key judgments as in the general set. Second, forecasts that were assigned high degrees of certainty, indicative of ease, (p ≤ 0.05 or p ≥ 0.95) did not discriminate as well as less certain forecasts (0.05 < p < 0.95), and these subsets did not differ in calibration. Sensitivity and benchmarking tests further revealed that if the 1609 uncodable forecasts were all assigned forecast probabilities of .5 (i.e., if all followed a “cautious ignorance” rule), skill characteristics would still show a large effect size improvement over a variety of guesswork strategies. The findings support a cautiously optimistic assessment of forecasting skill in Strategic Intelligence and indicate that such skill is not primarily attributable to the selection of easy forecasting topics. However, the large proportion of uncodable cases suggests that Intelligence forecasts could be improved by avoiding imprecise language that affects not only the codability but also, in all likelihood, the interpretability and indicative value of forecasts for Intelligence consumers. Copyright © 2017 John Wiley & Sons, Ltd.
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Geopolitical Forecasting Skill in Strategic Intelligence
Journal of Behavioral Decision Making, 2017Co-Authors: David R Mandel, Alan BarnesAbstract:Extending research by the authors on Intelligence forecasting, the forecasting skill of 3622 geopolitical forecasts extracted from Strategic Intelligence reports was examined. The codable subset of forecasts (N = 2013) was expressed with verbal probabilities (e.g., likely) and translated to numeric probability equivalents. This subset showed very good calibration and discrimination, but also underconfidence. There was no support for the hypothesis that forecasting skill was good mainly because of the general ease of forecasting topics. First, forecasting skill was as good among authoritative key judgments as in the general set. Second, forecasts that were assigned high degrees of certainty, indicative of ease, (p ≤ 0.05 or p ≥ 0.95) did not discriminate as well as less certain forecasts (0.05
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accuracy of forecasts in Strategic Intelligence
Proceedings of the National Academy of Sciences of the United States of America, 2014Co-Authors: David R Mandel, Alan BarnesAbstract:The accuracy of 1,514 Strategic Intelligence forecasts abstracted from Intelligence reports was assessed. The results show that both discrimination and calibration of forecasts was very good. Discrimination was better for senior (versus junior) analysts and for easier (versus harder) forecasts. Miscalibration was mainly due to underconfidence such that analysts assigned more uncertainty than needed given their high level of discrimination. Underconfidence was more pronounced for harder (versus easier) forecasts and for forecasts deemed more (versus less) important for policy decision making. Despite the observed underconfidence, there was a paucity of forecasts in the least informative 0.4–0.6 probability range. Recalibrating the forecasts substantially reduced underconfidence. The findings offer cause for tempered optimism about the accuracy of Strategic Intelligence forecasts and indicate that Intelligence producers aim to promote informativeness while avoiding overstatement.
Rene Pellissier - One of the best experts on this subject based on the ideXlab platform.
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A study of Strategic Intelligence as a Strategic management tool in the long‐term insurance industry in South Africa
European Business Review, 2011Co-Authors: Rene Pellissier, J.‐p. KrugerAbstract:Purpose – The purpose of this paper is to explore the extent to which Strategic Intelligence is utilised within the South African long‐term insurance industry and whether it could be used to identify opportunities or threats within the global environment to remain competitive, create greater innovation, and corporate advantage.Design/methodology/approach – The approach of this paper is to obtain the qualitative views and opinions of Strategic decision makers, on an executive managerial level within the South African long‐term insurance industry, on their organizations' use of Strategic Intelligence.Findings – There are marked differences in the conformity and usage of Strategic Intelligence and its components between the organizations surveyed, with a measurable difference between large and small organizations, however, it is generally viewed that the use of a Strategic Intelligence framework could greatly enhance decision making.Research limitations/implications – Data collection was limited to the 82 lo...
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a study of Strategic Intelligence as a Strategic management tool in the long term insurance industry in south africa
European Business Review, 2011Co-Authors: Rene Pellissier, Jp KrugerAbstract:Purpose – The purpose of this paper is to explore the extent to which Strategic Intelligence is utilised within the South African long‐term insurance industry and whether it could be used to identify opportunities or threats within the global environment to remain competitive, create greater innovation, and corporate advantage.Design/methodology/approach – The approach of this paper is to obtain the qualitative views and opinions of Strategic decision makers, on an executive managerial level within the South African long‐term insurance industry, on their organizations' use of Strategic Intelligence.Findings – There are marked differences in the conformity and usage of Strategic Intelligence and its components between the organizations surveyed, with a measurable difference between large and small organizations, however, it is generally viewed that the use of a Strategic Intelligence framework could greatly enhance decision making.Research limitations/implications – Data collection was limited to the 82 lo...
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understanding the use of Strategic Intelligence as a Strategic management tool in the long term insurance industry in south africa
SA Journal of Information Management, 2011Co-Authors: Rene Pellissier, Jp KrugerAbstract:The purpose of this research paper was to explore the extent to which Strategic Intelligence is utilised within the South African long-term insurance industry and whether it could be used to identify opportunities or threats within the global environment to remain competitive, create greater innovation, and corporate advantage. The paper obtained the qualitative views and opinions of Strategic decision makers, on an executive managerial level within the South African long-term insurance industry, on their organisations use of Strategic Intelligence. It was found that there are marked differences in the conformity and usage of Strategic Intelligence and its components between the organisations surveyed, with a measurable difference between large and small organisations. It is, however, generally viewed that the use of a Strategic Intelligence framework could greatly enhance decision-making. Data collection for the research undertaken was limited to the 82 long-term insurance companies, which were registered with the South African Financial Services Board. More specifically the focus was on the organisations listed on the Johannesburg Securities Exchange within the Life Assurance sector, within which a final response rate of 36.1% was achieved, including the 100% response rate from the six listed organisations. By understanding the extent to which Strategic Intelligence is utilised in the South African longterminsurance industry, and the benefits or problems that are experienced by implementing and using Strategic Intelligence as an input to the Strategic management process we can comprehend the value that Strategic Intelligence adds in the decision making process. The originality of this work concludes in the identification and utilisation of the most important factors of a Strategic Intelligence framework that will greatly enhance global corporate decisionmakingand result in competitive advantage and constant innovation within the South African business environment.
Jay Liebowitz - One of the best experts on this subject based on the ideXlab platform.
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Strategic Intelligence, social networking, and knowledge retention
Computer, 2010Co-Authors: Jay LiebowitzAbstract:Artificial Intelligence was the main topic of this paper. AI in the triad of Strategic Intelligence, social networking, and knowledge retention were discussed. The author mentions that AI techniques can help organizations achieve success in today's demanding environment. Researchers can use AI to help identify relationships among persons, teams, departments, and other entities within organizations. An application in the healthcare was mentioned.
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Strategic Intelligence business Intelligence competitive Intelligence and knowledge management
2006Co-Authors: Jay LiebowitzAbstract:CONCEPTS From Individual Transformation to Organizational Intelligence Introduction Transformation What Do We Mean by Intelligence? Vignette The Effect of Culture on Organizational Intelligence Change Management Processes Intelligentsia Galore Introduction Artificial Intelligence Knowledge Management Business Intelligence Competitive Intelligence Strategic Intelligence References Organizational Intelligence through Strategic Intelligence: The Synergy of Knowledge Management, Competitive Intelligence, and Business Intelligence Introduction Case Study of JL (a Pseudonym): Introduction The Knowledge Audit Process at JL Specific Key KM Recommendations for JL to Undertake References Lessons Learned: The Intelligentsia Melting Pot Business Intelligence Cannot Exist without Knowledge Management Where Is the "Intelligence" behind "BI"? Improving Lessons-Learned Systems through Artificial Intelligence The NASA LLIS: A Case Study Lessons Learned: CI and KM Summary References Competitive Intelligence Introduction What Not to Do in CI The CI Life Cycle Linking CI with Strategic Intelligence Best Practices and Research Relating to Recognition and Reward Systems for Knowledge Sharing Summary Strategic Intelligence: The Core of Executive Decision Making Introduction SI: Where It Helps An Analogy for SI Social Network Analysis: An Important Technique for Building SI An Example Using SNA Summary References CASE STUDIES Knowledge Management and Organizational Learning at the Annie E. Casey Foundation: A Case Study Thomas E. Kern Some Background on the Annie E. Casey Foundation: Helping Disadvantaged Kids and Their Families Knowledge Management and Organizational Learning: Challenges and First Steps A Statement of Purpose, Core Elements, and Initial Priorities Building a KM System: A Whole Greater than the Sum of Its Parts Integrating KM and the Library, Supporting Documentation, Increasing Awareness, and Furthering Organizational Learning Early Evaluative Measures: Evaluation in the Context of Results What Have We Done, How Well Did We Do It, Is Anyone Better Off? Lessons Learned Next Steps Case Study in Strategic Scenario Development Maritza Morales Introduction: The Problem/Opportunity Methodology Analysis and Alternatives Conclusions Strategic Response/Recommendations Lessons Learned Appendix: Company Background/Profile References/Acknowledgments. CI at a Major Telecommunications Company Peter McKenney Introduction Cipher Systems Telecommunications Corporation The Strategic Intelligence Relationship CI in Action: VoIP Strategy Conclusion Bibliography Strategic Intelligence in AARP Shereen Remez Introduction Knowledge Management Competitive Intelligence Business Intelligence Conclusion Northrop Grumman Information Technology: Business Intelligence Case Study on "Information Assurance" Competitive Analysis Stephan Berwick Market Leadership versus Market Knowledge Business Intelligence Anomaly? The CI Plan Sources and Methods CI Production CI Use CI Success CI at NGIT: The Core Question Ethos Transforming Data into Actionable Intelligence: Case Studies Using i2 Analyst's Notebook(R) and Other i2 Products Todd Drake, Bill McGilvery, and Liza Puterman Introduction Cracking an Elusive Serial Rape Case Securing the European Football Championship Uncovering Prescription Drug Diversion Fraud Analyzing High-Risk Homicide and Missing-Persons Cases Conducting Commercial Fraud Analysis Surviving and Thriving Despite the Loss of a Major Customer at The Analysis Corporation Keith B. Johnston and Clint Gauvin Introduction Background Initial Opportunities at Agency B Follow-On Opportunities at Agency B A Methodology for Strategic Intelligence: A Roadmap Model, a Knowledge-Based Tool, and a Bio-MEMS Case Study Francisco J. Cantu, Silvia P. Mora, Aldo Diaz, Hector Ceballos, Sergio O. Martinez, and Daniel R. Jimenez Introduction Background A Roadmap Model for SI A Knowledge-Based Tool for SI Knowledge Extraction and Data Analysis Techniques The Bio-MEMS Case Study Conclusions Acknowledgment References Semiconductor CI - From Current Awareness to Predictive Decision Making: Building a Best-of-Breed CI Program at a Top-Tier Global IC Manufacturer Arik Johnson Introduction Backstory: The Element of Surprise Where to Begin: Benchmarking Comparative Practices A Hybridized Model and Gradual Implementation Year Two: Consolidation and Building the Knowledge-Base Taxonomy
Patrick F. Walsh - One of the best experts on this subject based on the ideXlab platform.
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Applying Qualitative Social Research Designs and Methodologies to Improve the Rigour of Strategic Intelligence Analytical Practice 1
2020Co-Authors: Patrick F. WalshAbstract:Can applying social science research techniques–in more deliberate ways–improve Strategic analysis, including the extent to which policy-makers are influenced by it? Scholars have not systematically nor extensively gone through the social scientific research literature to assess how they might be relevant to improving Strategic analysis. Additionally, despite a growing focus on analytical standards since 9/11, busy heads of Intelligence agencies (working within increasingly fiscally tight environments), still struggle between giving customers a constant diet of current Intelligence and keeping one eye on emerging threats. And despite best intentions to comprehensively evaluate analytical standards, dealing with the day to day ‘bush fires’ is likely to come first before agencies spending much time focusing on whether specific social science techniques can improve the credibility and value of Strategic Intelligence products. The parallels, however, between qualitative research design, collection and analytical processes used in Strategic Intelligence suggest that more explicit uses of qualitative methodologies, methods and tools in Strategic analysis may improve assessments. Exploring these issues, however, need not require a great impost on those responsible for producing or evaluating Strategic Intelligence assessment. A small step forward may be to merely do an ‘audit’ of products and how they were influenced (if at all) by qualitative research.
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Improving Strategic Intelligence analytical practice through qualitative social research
Intelligence & National Security, 2017Co-Authors: Patrick F. WalshAbstract:AbstractThis article explores whether qualitative research methodologies can help improve Strategic analytical processes and products. Currently, in many Intelligence agencies, cultural and organizational barriers restrain the development of better Strategic Intelligence. An emphasis on current Intelligence is rewarded over longer-term Strategic assessments. However, the demands of an increasingly number of complex emerging threats can only be partially met by current Intelligence. Decision-makers also need a revitalized Strategic analytical capability to help with policy planning. This article investigates whether further consideration should be given to improving Strategic analytical skill sets by a greater adoption of qualitative social research methodologies by the Intelligence enterprise.