En pratique :Langue principale : français
Description du contenu de l'enseignement
- Understand the role of strategic intelligence in the management of organizations
- Master the strategic intelligence process and the techniques of data collection, knowledge creation and dissemination
- Understand the critical issues and challenges related to the protection of a firm’s intangible assets and the strategic role of Intellectual/Industrial Property protection
- Identify ways for a firm to influence its environment
Skills to be acquired
-Ability to decipher trends, detect threat and opportunities for an organization
-Acquire efficient research methods and discover/adopt techniques and tools for data collection, storage, sharing, processing and analysis
-Ability to transform information into knowledge that will support the corporate decision-making process
-Ability to structure a strategic intelligence report and make an effective presentation to the decision makers
Part 1: Strategic intelligence: definitions, scope
Part 2: Strategic intelligence in practice
-Process: plan – collect – process – disseminate – protect – influence
-Tools and techniques
Part 3: Expert testimonials:
-The strategic role of IP protection
-Strategic intelligence in the fake news era
Experiential learning: students are involved all along this course in a hands-on experience; they design and implement a strategic intelligence plan for an organization, present the outcome of their analysis to the company, and reflect on their experience in order to enter in a continuous improvement process.
Calof, Jonathan, Rubén Arcos, et Nisha Sewdass. « Competitive intelligence practices of European firms ». Technology Analysis & Strategic Management (2017): 1-14.
Hussey, D., Jenster, P.V., 1999. Competitor Intelligence: Turning Analysis into Success. Wiley.
Kahaner, Larry. Competitive Intelligence: How To Gather Analyze And Use Information To Move Your Business To The Top. Simon and Schuster, 1997.
Rouach, Daniel, et Patrice Santi. « Competitive Intelligence Adds Value:: Five Intelligence Attitudes ». European Management Journal 19, no 5 (2001): 552-59
Weick, K.E., Sutcliffe, K.M., 2011. Managing the Unexpected: Resilient Performance in an Age of Uncertainty. John Wiley & Sons.
Group case study