9.1.3 Integrating intelligence within a knowledge management framework
Knowledge holds value when it is current. Corporate intelligence is most valuable because it enables ambiguity and trends in the operational environment to encompass future developments or competitor activities. Information collected must be captured and analysed as part of the organisation’s wider knowledge. A good plan for integrating corporate intelligence into the information and knowledge systems must:
- Link directly into the organisation’s Vision and Mission;
- Relate to a clearly defined ‘wish list’;
- Cover a variety of sources;
- Confirm or refine existing operational knowledge against predicted changes or trends;
- Benchmark competitor activity and achievements; and
- In put into the ongoing knowledge audit loop and so contribute to the value of the organisation’s knowledge assets (see the later Knowledge Audit section).
Reading 1
Hall, J & Suh, B (May, 2004), ‘Creating Business value through information technology’, Outlook, pp. 3-6. Available at http://www.accenture.com/xd/xd.asp?it=enweb&xd=
ideas\outlook\special5_2004\contents.xml.Reading 2
Hill, J, Plesko, DE, & Roby, A (May, 2004), ‘Integration: Beyond data and applications’, Outlook, pp.17-223. Available at http://www.accenture.com/xd/xd.asp?it=enweb&xd=ideas
\outlook\special5_2004\contents.xml
Activity 3
Read the above articles from the May 2004 special edition of the Accenture journal, Outlook.
- Is a business’ information systems management strategy shaped solely by the capture and reporting of data? Why/Why not?
- How can IT ‘capture business value’?
- Consider the implications of developing information technology than can capture data but not report it across different applications.
- Is knowledge that can be searched, shared, deployed and updated widely across all aspects of an organisations operations likely to have a greate knowledge asset value? Why/Why not?
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