Using tactical intelligence to help inform strategy

Abstract

Purpose

The purpose of this article is to show how operationally specific, “down in the trenches” competitive intelligence can help inform and contribute to a much higher‐level view of the competitive arena that can inform company strategy.

Design/methodology/approach

The article presents a practical application based on various tactical intelligence methodologies, such as win/loss analysis, primary intelligence collection, etc.

Findings

By analyzing it at a higher level, CI practitioners and strategists can use tactical intelligence to help support strategy development, not just day‐to‐day company operations.

Practical implications

The article shows managers how to use tactical intelligence to help inform strategy.

Originality/value

This article takes very operationally specific, “down in the trenches” intelligence and shows how it can help inform and contribute to a much higher‐level view of the competitive marketplace. Many people tend to think of tactical intelligence as low‐value data or information. This article shows that if managers connect the dots of tactical intelligence and use this analysis to help inform strategy, they have a better chance of reacting to and anticipating major events without being blindsided.

Citation

Culver, M. (2006), "Using tactical intelligence to help inform strategy", Strategy & Leadership, Vol. 34 No. 6, pp. 17-23. https://doi.org/10.1108/10878570610711233