Competitive Intelligence Architecture
focuses on designing, structuring and
deploying fitting intelligence
strategy, infrastructures and
frameworks that are necessary for
course-plotting an entity unto
“Without a comprehensive description of
strategy, executives cannot easily
communicate it among themselves or to
their employees. Without a shared
understanding of the strategy, executives
cannot create alignment around it. And,
without alignment, executives cannot
implement their new strategies for the
changed environment of global
competition, deregulation, customer
sovereignty , advanced technology, and
-Robert Kaplan and David Norton
“Strategy refers to the ideas, plans
and support that firms employ to
compete successfully against rivals.
Strategy is designed to help firms
achieve competitive advantage.”
-Robert Pitts and David Lei
“This refers to plan, philosophy or
scheme adoptable for resolving
business survival, competitiveness
and profitability through segmental
or holistic intelligence.”
“A winning strategy must fit the
enterprise’s external and internal
situation, build sustainable
competitive advantage, and
improve company performance.”
-Thompson, Strickland and Gamble
The Process of Intelligence Strategy
- Elijah Ezendu, Competitive Intelligence Architecture
Evaluating Performance of Intelligence Strategy
The Balanced Scorecard & Value
Why We Exist
What’s Important to Us
What We Want to Be
Our Game Plan
Translate the Strategy
Measure & Focus
Targets and Initiatives
What We Need to Do
What I Need to Do
Efficient & Effective
Source: Robert Kaplan & David Norton, Strategy Maps
Intelligence values of a firm comprise
the established principles, practices
and beliefs that serve as the root of
its intelligence culture.
High performing intelligence driven
organizations promote apposite
intelligence values that maximize
bottomline and stimulate
Mindset is a collection of assumptions
and notations held by one or more
people, thereby inducing them to
adopt prior behaviours and choices.
It’s a frame of mind that initiates from
“We cannot expect to solve a
complex problem using the same
mindset that we used to create it
in the first place”
Mindset is Causative
Mindset is the make or break factor
in all change processes.
As change becomes more complex
(transcending more boundaries
change), mindset turn out to be
Intelligence Mindset Determines
Intelligence Action is deep-rooted in
Workers’ perception of reality
influences their decisions and
ultimately determines acceptable
course of action.
Mindset as Determinant of
Mindset influences development of
intelligence strategy in firms
because industry, customer and
organizational data are usually
interpreted through assumptions
and beliefs in one’s mindset.
Mindset Determines Leadership
Mindset influences leadership focus
because the pattern of leadership
adopted by a set of people in an
organisation is a reflection of their
beliefs about power, people,
performance and roles.
Eight Levels of Mindset Development
2)Magical and Tribal
3) First Emergence of Distinct Self
5) Scientific Materialism
6) The Sensitive Self
Adapted from Clare Graves
Focused on food, water, warmth;
little awareness of the self as
distinct from the environment.
Magical and Tribal
Focused on beliefs that events are
determined by external forces
controlled by magical spirits. Self
is subjugated to the tribe
mentality. Therefore this stage
emphasizes ethnic drive.
First Emergence of Distinct Self
Focused on self absorption without
regret. Therefore, this emphasizes
heroism and egocentricity.
Focused on beliefs that life has
meaning and purpose ,
notwithstanding outcomes are
determined by an All-Powerful Other.
Therefore, this emphasizes right and
wrong, law and order, rigidity,
paternalistic orders and unyielding
In this case, self escapes the group
mentality, and takes an individualistic
and scientific quest for truth and
achievement. Therefore, this
emphasizes objectivity and
The Sensitive Self
Focused on moving away from
greed and self-centeredness to
concern for others. Therefore, this
emphasizes pluralistic and
Focused on moving beyond
pluralism to integrating
interdependent forces. Therefore,
this emphasizes that knowledge
and competency are more
important than power and status.
Focused on advocating collective view
about how the whole system works.
Therefore, this emphasizes integration
of internal and external reality,
feelings and knowledge, thereby
consciously seeing the multitude of
interwoven systems within systems
without experiencing conflict.
This is a frame of mind that upholds
intelligence consciousness as a way
of life, believing in its importance
to value creation, sustainable
environmental gearing and
“If we continue to believe as we
have always believed, we will
continue to act as we have always
acted; and that if we continue to
act as we have always acted, we
will continue to get what we have
Positioning an Intelligent Firm
Source: Elijah Ezendu, Building Intelligent Firms
Common Problems of Building
Intelligence in Firms
i. Managers don’t value intelligence
ii. Managers consider intelligence a luxury
iii.Inability to incorporate it into strategy
iv.Managers believe “I know my industry”.
v. Unskilled people try to perform intelligence.
vi.Managers hoard information.
vii.The function doesn’t meet the real needs and
concerns of decision-makers.
viii.Intelligence is seldom used by decision-makers.
Source: Jerry Miller, Competitive Intelligence
Requirements for Starting
Competitive Intelligence Programme
Well-trained and empowered staff.
Access to resources.
Effective alignment of intelligence
report to decision-making processes.
Properly structured unit or department.
Promotion of Intelligence Mindset.
Sensitivity to Change.
Technology driven processes.
Roles in the Intelligence Process
i. Primary Researchers
ii. Secondary Researchers
ii. Knowledge Builders
v. Decision Makers
The Place of CI in a Firm
CI as a Unit
The Unit Head of
within the Office of
stands as a flat
The term of reference
is usually narrow.
CI as a Department
The Head of Competitive
Intelligence may be
positioned as Director,
General Manager or
stands as a broad and tall
team based structure.
The term of reference is
CI & Decision-Making
A clear-cut policy must be established
linking decision-making to competitive
intelligence report that must be
developed within the firm’s CI unit or
Without competitive intelligence report
pertaining to an issue, there should be
Every arbitrary decision that stems from
non-factual sentiment should be
Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise
in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing,
Interim Management, CSR, Leadership, Project & Programme Management, Cost Management,
Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud
Computing, eLearning & International Business. He holds proprietary rights of various systems. He is
currently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; Special
Advisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Board
of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),
Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management
Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Turnaround
Project Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),
Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, Refined
Shipping; Director of Programmes & Governing Council Member, Institute of Business Development,
Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of
Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of
Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola
University of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost Management
Journal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board of
Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business
Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is
an author & widely featured speaker in workshops, conferences & retreats. He was involved in
developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology
(Nigeria) and Jones International University (USA). He holds Interim Management Assignments on
Boards of Companies as Non-Executive Director.