A study of strategic intelligence as a strategic management tool in the long‐term insurance industry in South Africa

Abstract

Changes and challenges that have occurred in the past two decades have forced a radical shift in the basic foundations of how business is conducted. Internal, as well as external forces have forced organisations to constantly monitor their surrounding environment in order to create an awareness of opportunities and threats to allow them to survive in their competitive environment.Organisations need to gather all the information at their disposal, and turn the raw data into intelligence through a process of analysis and an exercise of human judgement. By utilising the potential offered by information systems in the process of generating intelligence and creating a corporate knowledge base to be used in strategic decision-making will lead to competitive advantage and constant innovation.Strategic Intelligence has information as its foundation. This research proposes that through its ability to absorb sources of information, the synergy of Business Intelligence, Competitive Intelligence, and Knowledge Management combined to form Strategic Intelligence, will allow organisations to incorporate all of their information and intellectual capital into a single database or system which will meet the intelligence requirements of management.

11. A relação da tomada de decisão com a inteligência competitiva e com a gestão do conhecimento

“…Um único artigo (Pellissier & Kruger, 2011) congrega tanto Inteligência Competitiva quanto Gestão do Conhecimento, além de Business Intelligence (BI) como partes integrantes do capital intelectual referente ao processo de planejamento e de tomada de decisão, sob o conceito de Inteligência Estratégica.…”

“…Segundo Pellissier & Kruger (2011) a Inteligência Estratégica, ao fazer uma composição sinérgica de técnicas de Inteligência Competitiva, Gestão do Conhecimento e BI, permite às empresas incorporar, amplamente, informação e capital intelectual em um sistema único e gerenciável, que vai ao encontro das necessidades gerenciais para os processos de planejamento estratégico e tomada de decisão.…”

“…Ainda que, ao analisarem empiricamente o tema, os autores concluam que, mesmo em empresas que utilizem Inteligência Competitiva, Gestão do Conhecimento e BI, na prática não haja uma consolidação de ferramentas e métodos num único sistema, ainda assim propõem que, conceitualmente, a Inteligência Estratégica provê valor ao engajar os executivos no processo de desenvolvimento estratégico, ao apoiá-los no processo decisório, quantificando e qualificando escolhas estratégicas e articulando essas estratégias (Pellissier & Kruger, 2011).…”

The role of competitive intelligence on improving exports

“…According to Pellissier and Kruger (2011), the following helps us understand the competitiveintelligence based activities in insurance organizations:  Most companies increase the Accuracy and Reliability of their own information sources.  Large corporations analyze their competitors and have the updated image of competitors, while the small organizations usually do not.…”

“…However, the results state that a large number of firms utilize the competitive intelligence in making decisions (Pellissier & Kruger, 2011). Furthermore, as the intelligence is systematically developed within a formal framework, it helps the top managers make informed and better decisions about future events.…”