Iceberg IE n°3 : du 01/03/2009 au 21/03/2009 (14 items)

IcebergIntelligenceEconomique – RessourcesIntelligenceEconomique

• Navy examines Web 2.0 tech for use on internal networks — Washington Technology

  Quand la Navy adopte le 2.0 ça donne ça : »Youve got to ensure that you have the proper chain of command where it is necessary, and where you can be flat, be flat.

  • Navy officials want to adopt Web 2.0 tools such as Facebook and Wikipedia, but they will likely deploy their own versions of those technologies,
  • It didnt cost a lot of money, and it created a capability to network and ensure that if someone has expertise in a certain area and someone else had a question in that area, you can link the two rapidly,
  • It does flatten the organization,  which makes us nervous because were not a flat organization, we are a rank organization,
  • Good ideas come from wherever they come from, Carey said. You just have to be able to embrace the ideas, challenge them and then put them to use. Youve got to ensure that you have the proper chain of command where it is necessary, and where you can be flat, be flat.

• Competitive Intelligence Podcast

  Vous trouverez sur ce site plusieurs dizaines d’interviews d’experts en competitive intelligence. Il a été créé par August Jackson qui publie également des choses intéressantes sur son blog (http://augustjackson.wordpress.com/) .

• EADS, virtuose du renseignement

  Intelligence Online nous informe que la défense française et les services européens vont se doter deWeblab, une plateforme d’aide à l’analyse développée par EADS (http://weblab-project.org/).

• Twitter, blogs and other Web 2.0 tools revolutionize government business

  Cet article donne plusieurs exemples de la manière dont les outils 2.0 ont modifié le fonctionnement de certains services de l’administration US.

• Sources And Methods: Online Declassified Document Archives (Link List)

  7 sites-ressources pour trouver des documents US déclassifiés (ou presque en ce qui concerne Wikileaks)

• Lieutenant-Colonel Régis Fohrer : « La cyberguerre a déjà commencé »

  A quelques jours du Forum International de la Cybercriminalité (FIC) à Lille, un de ses initiateurs donne le pouls du terrorisme informatique. Un phénomène où tous les Etats ont un rôle clé à jouer

• Bad Times Can Make Firms Vulnerable to Espionage

  Corporate espionage is always a threat, but when the economy is sour the temptation is greater and finding broke or disgruntled employees is easier.

  • « During times when people are hurting financially, issues such as employee theft, fraud and product theft by non-employees must also be carefully monitored, » the firm’s security specialists, Fred Burton and Scott Stewart, write. « However, while the theft of a tractor-trailer full of computers or flat screen televisions can quickly get someone’s attention, there is a far more subtle, and no less dangerous, threat lurking just under the surface. That threat is espionage. »
  • « It is not at all unreasonable to anticipate that companies and foreigners will face a windfall of walk-in sources who will volunteer to sell critical information — and in such a buyer’s market, information can often be bought at fire-sale prices. »
  • The authors also urge companies to be mindful of other espionage techniques, including electronic eavesdropping and simply finding important information available from public resources. « Indeed, it is shocking to see the amount of sensitive and critical information that is openly available on the Internet and in research libraries, or that is freely given out at technical conferences, »

• Six Ways to Kill Competitive Intelligence

  • • Bury it in the organization – This is a failure indication because it means that the CI likely has little access to management and what they are thinking. Sometimes this happens when the CI is seen primarily as a sales and marketing tool rather than as a strategy enabler.
    • Concentrate on tactical questions – A CI function gets few chances to establish its value. Given limited resources and time, tactical issues can consume all of the available capacity. This will limit the strategic impact of the CI and be of less value to those that need to sponsor the effort.
    • Highly filter information in both directions – It is difficult to provide perfect information or anticipate all that is needed. Excessive filtering means that there is little ongoing calibration between CI people and management. Without calibration, it is likely that the CI effort will diverge from what is most important to management.
    • Focus on undifferentiated information – It is easy to accumulate information. It is harder to provide insight that is useful. As the quantity of information increases and the insight decreases, the value of CI is lessened.
    • Staff with people that have little credibility in the organization – People trust people. At least, they trust certain people. The CI function must be trusted and valued for their insights. Without that credibility, information, reports and analyses will be ignored.
    • Avoid measuring its value – At the end of the day, competitive intelligence is an overhead function. Its value will always be debated and the function will be subject to elimination without measurement of its impact. A profession CI person will regularly be seeking quantitative and qualitative feedback from management about the impact of their effort.

• Create A CI Report Card

  Un bon article qui donne une méthodologie pour faire évaluer son service d’IE régulièrement par ceux pour qui il a été mis en place. Un bon moyen aussi de les impliquer dans le processus.

  • a CI function depends on the relationships with and value to senior management. When either the relationship or recognized value is waning, then corrective action must be taken.

  • You have to create a report card for them to use.

    This works well because senior managers are used to evaluating people and their performance according to set guidelines. Since there probably isnt a competitive intelligence specific set of guidelines you will have to create a template to use.

  • it should be used to highlight exceptional (good and bad) so that meaningful conversations can then happen about those areas.
  • 

• How to do a SWOT analysis?

  Description détaillée de la méthode à suivre pour mener une SWOT analysis.

• Visualize Your Competitors on a Radar Screen Competitor Map, a Great Competitive Intelligence Tool « Cooperative Intelligence

  Présentation (rapide) du technique d’analyse concurrentielle par Ellen Naylor

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• IDFéco : L’exemplaire intelligence économique de Minima

  Minima, comment une PME qui fabrique des montures de lunettes pratique l’intelligence économique.

• Anticipating Competitive Threats to Global Growth Strategies

  Présentation d’August Jackson sur le forum consacré à la competitive intelligence organisé par Frost & Sullivan en janvier dernier.

• Tout ce que vous avez toujours voulu pirater sans jamais savoir comment procéder – BUG BROTHER – Blog LeMonde.fr

  Enorme billet (à tous les sens du terme :-) de Manhack sur la dernière conférence du Chaos Computer Club. Frissons dans le dos assurés.

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