Harnessing the Power of Intelligence, Counterintelligence & Surprise Events
Author: Alain Paul Martin
List Price: $39.00
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ISBN: 0865029245
Publisher: Executive.org (10 December, 2002)
Sales Rank: 259,994
Average Customer Rating: 4.86 out of 5
Customer Reviews
Rating: 4 out of 5
Fun to read. Good to grow customer-service sales.
The stories featured in A. P. Martin's Harnessing the Power of Intelligence are fun to read and talk about, at work and at home. I have used some of them to alert my customer-service team about hidden risks and untapped opportunities. We have been applying the ideas of the first six chapters (Part I) for about three months. Our interactions with customers are yielding better results. We are now moving aggressively to prevent tampering with our information assets as noted in the section titled "How Good Organizations Lose Intelligence".
Four of my high-school educated supervisors, who read the book, found Part I a down-to-earth eye-opener, and right on target, for making wiser choices and avoiding costly errors. They, however, thought Part II would be more applicable to middle and senior management. A drawback: the cases in the chapter on Psychographics lack the detail necessary to be useful.
I have also read C. S. Fleisher's Strategic and Competitive Intelligence. Both books represent, in my opinion, two different, credible and complementary approaches to intelligence-based decision-making. Except for some references, there is virtually no duplication of content. A big bonus!
Rating: 5 out of 5
A masterful work
Alain Paul Martin gives us a new, non-traditional, and thought-provoking guide to intelligence gathering and strategic planning. This book is must reading for decision makers. Its incisive analyses, practical framework, and real-world examples provide valuable lessons that can be immediately put to use as we cope with our ever-changing world. Mr. Martin deserves our congratulations and our gratitude for this masterful work.
Rating: 5 out of 5
Turning Intelligence into Value
"Ninety percent of the information used in organizations is internally focused and only ten percent about the outside environment. This is exactly backwards." -- Peter Drucker
As usual, in one pithy phrase, management sage Peter Drucker captured the central problem facing organizations in uncertain environments -- they look in the wrong place. In volatile times, humans tend to hunker down in the cocoon of the controllable. Effective leaders embrace such times as an opportunity for greatness, when the prepared organization can jump ahead of ostrich-like competition.
Yet, few management advisors opine on how to combat these human tendencies and systematically scan, analyze and act in uncertain environments. Michael Porter's classic works on Competitive Strategy and Competitive Advantage did dispense advice on competitive intelligence gathering, but did not attend to the conversion of intelligence into commercial advantage. Alain Martin's new book "Harnessing the Power of Intelligence" compiles tested processes which create such value.
Martin's frameworks are based on research at American Express, Boeing, Dell, DuPont, GlaxoSmithKline, and Microsoft as well as application of his ideas in businesses, government, and the military. The book has the most up to date, and complete list of intelligence sources. For example, Martin cites the University of California at Berkeley "invisible web" project, which has shown that search engines only document about 15% of the business intelligence available publicly, because the vast majority of it is either not in a standard hypertext format or not linked to a public domain name (the silent campers). His framework on issue incubation, shows that large scale issues go through a relatively predictable process of incubation and development. Many leaders make the mistake of getting on an issue too early or too late. The issue incubation process delineates ways to recognize the progression of topics, and provides advice on if, when and how to intervene. Martin also has a tool called, Factional Analysis that helps a manager analyze who is likely to influence a volatile situation (from allies to adversaries). This tool is much richer than the traditional stakeholder analysis for it includes roles that do not fit in the normal economic calculus. For example, he includes "fanatics" in the analysis -- people whose sole purpose is to disrupt. A leader can take the advice in this book and use it to guide outward looking intelligence, assess the current state of issues (or do a triage on a surprise event), and then take concerted action.
At points, the book does suffer from the same weakness of Porter's books in that its desire for completeness, the text often has a "list-like" feel. But, on balance this book provides a framework full of tested tools to turn uncertainty into value.
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Book Index