Integration of business intelligence with corporate strategic management

Jonathan Calof, Greg Richards, Paul Santilli


The traditional model of competitive intelligence and its operationalization in
most organizations appears to be inadequate to address the intelligence challenges arising from
the speed of change in the environment, increasing data complexity, and growth of international
activities. To address this challenge, this article borrows concepts from open innovation,
applying them to all CI activities. We are suggesting going beyond the traditional model of an
in-house CI unit with activities largely conducted by the units personnel and moving towards a
cross pollination approach whereby others in the firm contribute to all CI activities including,
for example, the selection of key intelligence topics and being involved in analysis and
eventually towards a full open intelligence model in which key stakeholders and external
experts also assist the organization in all aspects of competitive intelligence activity. In
proposing a more open approach for intelligence, the authors recognize the concern that CI
professionals will have regarding sharing intelligence and intelligence activities outside the CI
unit and outside the organization. However, as pointed out in this article, organizations around
the world have been moving quickly towards an open innovation model generally concluding
that the benefits associated with opening up all elements of the innovation process, including
R&D, outweigh the risks of intellectual property loss.


Analytics, big data, competitive intelligence, open innovation

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