aUTHORED BY dR. tOM gROOMS
"The Second Half of Strategic Planning"
As stated previously, in the upper echelons of policymaking,
government leaders are increasingly basing their major foreign policy decisions
and initiatives on intelligence estimates and analytic products. Gradually
businesses are beginning to also. Throughout the world of commerce and
industry, “intelligence” is well on its way to becoming a key management tool
for corporate chief executives and their top policymaking lieutenants. Indeed,
the development of “business intelligence” and the subsequent emergence of
“market intelligence systems” are the most striking and potentially important
business trend of our time.
For market intelligence is nothing less than
the crucial second half of strategic planning. It is the mechanism which
enables a company that has a good strategic plan to chart and pursue a course
that will bring the company to its objectives in the quickest possible time, no
matter how rapidly or radically external conditions may change. And when
external conditions change so radically the strategic plan itself needs to be
altered, it is intelligence that sounds the first alert for the strategic
planners themselves.
Even when internal conditions change creating a
threat to the strategic plan, it is the market intelligence team which becomes
the first guard in preventing normally undetectable threats. The first guard,
the market intelligence team, becomes the protector against CEO vulnerability
and firm survival.
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