KIT
Zpravodajský expert
Gatekeeper
Analytik
Výsledná CI zpráva
Management
Management







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•2.3.3.4 Contributors
•People who do not have any key roles in the intelligence system but still contribute with
•information that they have seen or heard are called “contributors”. A gatekeeper of one
•technology may also get some information about a technology that is outside his
•responsibility. By submitting that information, the gatekeeper plays the role of a
•2 Competitive Intelligence 28
•Max Mether
•Systematic Management of Technical Intelligence in a Small High-Tech Company
•contributor in the other topic. Almost all employees have some information to
•contribute. It is well known that the employees of a company usually are the best
•information sources [Att99]. Hence, everyone in the company should be a contributor.
•2.3.3.5 Decision-makers
•Decision-makers are the clients or users of the intelligence system. The goal of the
•intelligence system is to provide DMs with analyses that enhance their decision-making.
•Hence, the DMs are not directly part of the system, but act as clients and evaluate the
•end product i.e. the intelligence, and provide feedback. The task of the DMs from the
•system’s point of view is thus to provide feedback so that the system can be improved.

•2.3.4.1 Interviewing the decision-makers
•The first step in designing an IS, is to interview the management and other key decisionmakers
•that will be the possible users of the system. There are two main objectives with
•these interviews:
•• To get the decision-makers acquainted with the proposed system
•• To obtain the decision-makers’ opinions on the goals and objectives of the
•system.
•2 Combination of the steps defined in [McD1997] and [Kah1996]
•The key information sought is the type of analysis that is wanted from the system and
•what its use would be. It is also important to win the support of the management at this
•stage and if possible, to find champions that promote the system in the organisation.
•These interviews also indicate what technologies/companies need to be monitored.
•After the interaction with the decision-makers, the key topics that the system should
•start with should be defined. The monitored topics are likely to change later on, and one
•should not start with too many topics so that the introduction of the system is not too
•difficult. It is easy to add topics later when the system is already running.
•
•2.3.4.2 Selection of gatekeepers
•The next step is to choose gatekeepers. The aim is to find gatekeepers with the
•characteristics described in the previous chapter (2.3.3 Roles). The management group of
•the company often suggests proficient gatekeepers. An obstacle with selecting
•gatekeepers is often their lack of availability. Since the gatekeepers should be experts in
•their areas, they often already have a heavy workload, and if their manager doesn’t see
•the importance of the IS it may be difficult to get them assigned as gatekeepers.
•
•
•2.3.4.5 Training
•Once the system has been designed, the gatekeepers and other key participants need to
•be trained. The participants need to understand the purpose of the system and how it is
•designed so that they can use it easily. Everyone should know how the system works and
•what its purpose is; it is also a good idea to have special training for gatekeepers and
•analysts. The gatekeepers may need to refine their information collection technique and
•get new ideas about possible sources. The analysts should be aware of what types of
•analyses are expected of them and the tools and methodologies available for the analyses.

•2.3.5.1 Top management involvement
•According to Kahaner, the single biggest reason why intelligence programs fail is the lack
•of top management involvement [Kah96]. Herring calls the involvement of the top
•management “the critical element for success” [Her97]. The function of the intelligent
•system is to provide analyses for the top management, so without the top management
•support this cannot succeed. Another reason why top management involvement is
•essential is that, without top management endorsement, information will not be passed
•on to the system, since the contributors are less motivated [Cos96].
•
•
•
•

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•Human factor
•
•The development of information technology and the existence of software tools covering various
fields and facilitating information processing4 are providing a strong impetus to the dissemination
of Intelligence disciplines, at the moment mainly amongst large companies. However, it must be
stressed that the human factor is pivotal in the process of creating Intelligence in any kind of
company or organisation. More and more sophisticated software cannot be relied upon to solve the
question of strategic choice and arbitrate when there are actual or apparent contradictions, but
human beings make the difference. The definition of the intelligence problem, the development of
information into knowledge and the decision making process, all depend on the human team at work
and not only on the top manager of a company or an organisation. The integration of the different
levels of responsibility - general management, marketing people, process management, R & D staff,
finance…, enlightened by the EI strategy is the best way to help decision makers make the choices
at any moment.
•This human process is not an easy one, it must be encouraged by the top management, recognised as
a valued skill, maintained for the long term and be facilitated by specialists, at least at the
beginning or when strategy is refreshed.
•
•• Educate Employees
•Building on the above, everyone in the company has a role to play in EI even if they do not have
an EI-specific job description. All people should be considered sources and be encouraged to be
aware of their company’s strategy and to pass on any piece of information to the relevant people,
as a matter of course. Traditionally, company employees have not been encouraged to share
information, and there has often been competition between departments. Building a culture of
information-sharing and breaking down inertia through education is a large part of the process. But
as Kahaner notes ‘ Company spirit can take you just so far’6. Some people, inevitably, may
contribute more information than others but the system will still be yielding benefits. Some
companies may choose to reward staff for their contributions, particularly in the early stages when
there is a need to strengthen employee motivation.
•
•• A Team Approach
•Involve as many people as possible in the establishment of an EI system from all parts of the
business - sales, HR/personnel, operations, marketing and communications, etc. This will ensure
that it meets the needs of all sections of the business and will, in turn, be likely to make people
more accepting of it. They will learn how they too can play a role, why their input is needed, and
what to expect in return.
•
•• Communication
•Communication and open information channels are key to the success of any EI activities.
Regardless of where you choose to place an EI-responsible employee or an EI unit or whether you
simply wish to encourage employees to employ EI techniques on a day-to-day basis, people must talk
and communicate with each other effectively. Ensuring that there is adequate communication and
information infrastructure, be it through email, intranet, bulletin board, meetings, newsletters,
and changing the way in which information currently moves about within the company, will prevent
people/departments becoming information ‘islands’.
•Communication technology – fax, email, mobile phones, portable laptops can all aid in transmitting
information. Raising internal awareness of the email address, fax or phone number of an employee
responsible for information handling, is also recommended. Building an intranet can also increase
the accessibility of information for employees especially when linked to databases, but requires
staff to be motivated and encouraged to participate. Information must flow both downwards and
upwards through the company.

•ci cyklus
•1. příprava ci
•šampion - prolobovat ve vedení - sponsorship, ukazat co to přinese
•ci manager - obstarat si team
•zalezi na velikosti
•sit info specialistu v ci center
•podle cyklu - researcher, analytik, gate keeper, ci manager, grafik
•
•kompetence jednotlivých pozic, aby jasne co kdo dělá a kam se hodí
•
•kompetence:
•šampiona - zpropagovat ci, aby se zavedlo, komunikacní schopnosti, vazby na vedení, rozumnet
zakladní funkci ci, vyzdvyhnout plusy, byt si vědom nedostatku, měl by mit schopnost sales člověka,
prodat ci, marketing, toto chceme a přesvědčit o tom ostatní
•
•ci manager - řídit procesy a lidi celého cyklu, manažerské kompetence (najit!!!), řídit a
motivovat lidi, představa o týmu, co dělají jednotlivý lidi. aby to zapadlo do firmy, do služeb,
rozumnět strategickým cílům, jasně mluvit s vedením, umět říct nepříjemné věci, politicky schopný,
umět jednat s nadřízenými i podřízenými, aby to přinášelo plusy nahoru i dolu, prezentační
schopnosti, odlišit důležité od nedůležitého poznat KITs, rozumnět misi podniku
•
•brokers - umět hledat informace, vyhledávací strategie, techniky, rozumnět zadání, hlavní misi.
najít co je relevantní a co ne
•
•gatekeeper – vybira co je dulezite, co je ve scope of KIT, hlida, aby nebyl GIGO, stanovuje rules
•
•Analytik -
•
•
•
•HUMINT – primarni research
•Ziskavani informaci
•Typy vyjednavaní
•
•
•Komunikace s vedenim
•
•ztráta dat a informací - člověk je nejslabší článek v bezpečnosti
•
•vnímání
•- anchoring, člověk jinak vnímá jinak reprezentovaná stejná čísla
•ovlivňují ho i nahodná čísla, která vnímá
•sebevědomí a pravda - absolutně nesouvisí
•
•Etika
•

•Lidský faktor v CI - 2
•Organizace a role - 6
•Kompetence a školení - 10
•Komunikace a etika - 8
•Primary research - 15
–Význam - 5
–Techniky - 5
–Úskalí  - 5
•