Recognizes synergies among component pieces of strategic intelligence, and demonstrates how executives can use this information toward making better decisions. This book discusses the convergence of knowledge management (KM), business intelligence (BI), and competitive intelligence (CI) into what the author defines as strategic intelligence.

The usefulness of strategic intelligence goes beyond military settings, as it applies toward improving the strategic decision making process of any organization. This volume demonstrates how executives can best use internal and external information toward making better decisions. Divided into two major parts, the book first discusses the convergence of knowledge management (KM), business intelligence (BI), and competitive intelligence (CI) into what the author defines as strategic intelligence. The second part of the book describes case studies written recognized experts in the fields of KM, BI, and CI. The case studies include strategic scenarios at Motorola, AARP, Northrop Grumman, and more.