Företagets underrättelsearbete

2. Företagets underrättelsearbete Stein Kleppestø Företagsekonomiska institutionen

3. Grundläggande elementen hos intelligenta aktörer Perception Se Kognition Förstå/Inse Beslut Handla

4. Managerial culture 2 23,80134,20 i.e. Not an integrated part of decision making Lack of relevance of output to action 1 31,70 9,60 i.e. Notperceived as relevant in decision making

5. Some fundamental problems: • Perceived lack of relevance of output to action • Credibility problems • Managerial culture • Lack of information-sharing culture • Lack of management support • Lack of feed-back from users to BI-unit • Perceived lack of predictability • Too much data, too little analysis • Subordination of intelligence to policy • Received opinion • Mirror-imaging • Unavailability of information when and where needed • Intelligence is not used • Misinterpretation by decision makers • Capability to identify real intelligence needs (by users and analysts) • Methodological (perceptive, cognitive, scientific) problems in collection and analysis of data • Distortion problems in storing data • Distribution problems, identifying “need-to-know” solutions • Communication problems with users • Lack of comprehensive organizational learning and use of Intelligence

6. The Vietnam case: • Intelligence not used • Misinterpretation by decision makers • Cooked on demand • Intelligence little else than common-sense • Focus on easily quantifiable data

7. Top list of beginner’s errors: • Starts researching before understanding the needs • Spends too much time on research and too little on analysis • Recites facts instead of interpreting facts • Forgets to state what is known and what is rumor • Does not clearly present the bottom line or what is the essence of the analysis • Produces a data dump instead of a concise analysis • Concentrate of the past and does not try to anticipate the future • Fails to understand the importance of a deadline

8. Codified as in a library As in company culture Individual Social Conscious Objectified Explicit Automated Collective Implicit or taken-for- granted From Spender

9. Four premises of organizational learning (OL) • OL involves a tension between assimilating new learning (exploration) and using what has been learned (exploitation) • Organizational learning is multilevel: individual, group, and organization • The three levels of OL are linked by social and psychological processes: initiating, interpreting, integrating, institutionalizing • Cognition affects action (and vice versa) From Crossan et al, 1999

10. Organizational learning (4Is) Group From Crossan et al, 1999

11. Organizational learning as a dynamic process Individual Group Organizational Feed forward Intuiting Individual Interpreting Group Feed back Integrating Organizational Institutionalizing From Crossan et al, 1999

12. Strategic knowledge – what is it? • Strategic knowledge is an endogenous part of the totality of organizational knowledge, but analytically separate (in the eyes of observers and actors) in as much as it is given (temporal) importance when explaining the business at hand. • It can either be seen as a fairly stabile entity adjusted only for minor environmental changes and realized ignorance.or • It can be seen as a truly ongoing learning process in the face of emerging strategic contexts. Emerging should be understood in the sense of: constantly created in the field between environment and corporation.

13. Strategic Learning • The concept of strategic knowledge points to strategic learning, availability of information and the conduciveness of the organization (i.e., how organizational structures and processes facilitate strategic learning).

14. The traditional concept of business intelligence: • The predominant methodology and organization of business intelligence operations (separation of tasks, specialization, and centralization) • The fundamental metaphor: the jigsaw puzzle. • Strategic knowledge is predominately explicit. • The fundamental problem of (perceived) irrelevance and distrust. • Strategic decision making is orderly and rational.

15. Looking for a new concept of business intelligence: • Strategic knowledge is mainly tacit. • Organizational learning (creation of knowledge) in Nonaka’s knowledge spiral, emphasizing “Sympathized knowledge”. • The need for distributed control. • The inherent uncertainty of chaos. • Strategic decision making is a complex sense making process, inseparable from action and learning.

16. The BI function in a growing complexity Moving towards closer integration Yes ? No

17. The new BI Analyses • Analyst • Environment controller • Benchmarking • KPI analyst • Strategist • Trend analyst • Consultant • Devils advocate • Information collection • Librarian • Press-clipping • Historian • Information seeker • Journalist • Trend spotter Research Reactive Proactive