October 2002

No. 010

"Changing Times Improve Understanding"

Within a small but growing number of companies, all the scattered and often unconnected intelligence-type activities already under way now are being pulled together into a tightly organized – or at least better coordinated (i.e. efficiency, focus, direction) and improved performance (i.e. timely, value, performance) –corporate intelligence units. And a few trend setting companies here in the United States, as well as in the European Union and Asia, CEOs and executives are actually working to install custom-designed business intelligence systems or to expand embryonic systems already in operation. The real advantage at present is grasped by the astute very few who are studying the new strategy of market intelligence and its benefits for the CEO and to the organization founded here by your Academy on market Intelligence.

It is this new effort within the corporate community to acquire, organize, and coordinate the diverse literature of intelligence that is turning a group of related but previously separate activities into a wholly new – and incredibly powerful – CEO management tool. Hence, an added benefit to the CEO not previously provided by an existing intelligence program is the checks-and-balances trump.

In short, market intelligence when understood and its far-reaching calculations will be big stuff. So it is high time to erase the popular but wrongheaded images of intelligence and to draw a more accurate picture as we continue our study.

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