Henri Dou is Chairman of the CIWORLDWIDE think tank and an international consultant. He has developed teaching and research in technology intelligence, competitive intelligence, patent analysis and regional development.Alain Juillet is President of the Académie de l'Intelligence Economique and an international consultant. His expertise is recognized in geopolitics, crisis management, influence, intelligence and security at an international level.Philippe Clerc is President of the Association Internationale Francophone d'Intelligence Economique and an expert advisor in international economic intelligence at CCI France.

• Preface xiIntroduction xiiiChapter 1 For a New Strategic and Competitive Intelligence 11.1 Our assessment 11.2 The present day 41.3 Tomorrow 71.4 Conclusion 101.5 References 10Chapter 2 Geopolitics and Strategic Intelligence 152.1 Principles of analysis 152.1.1 Getting to the point 152.1.2 Having an open mind 172.1.3 Knowing how to decode information 182.1.4 Learning how to sort through information 192.2 The evolving world 202.2.1 The increasing power of the individual 212.2.2 The evolution of power relationships 222.3 A changing world 292.3.1 International institutions 292.3.2 Bilateral agreements 302.4 Increased risks 302.4.1 Climate risks 302.4.2 Risks linked to resources 312.4.3 Medical risks 312.4.4 Natural risks 322.4.5 Political risks 322.4.6 Nuclear risks 332.4.7 Cyber risks 332.5 Conclusion 342.6 References 34Chapter 3 Competitive Intelligence Schools Across the World: Foundations, Influence and Perspectives 393.1 Introduction: what is the competitive intelligence school? 393.2 Visions that inspire schools of thought 423.2.1 “Power countries” 433.2.2 “Emerging countries” 453.3 The advent of the competitive intelligence schools 493.3.1 Geopolitical and geoeconomic framework 493.3.2 Doctrines 513.4 The “nourishing disciplines” of competitive intelligence and communities of public/private practice 633.4.1 Disciplines and “schools of practice” 643.4.2 The African and Chinese schools of competitive intelligence 663.5 Conclusion 773.6 References 78Chapter 4 Competitive Intelligence as a Vehicle for International Collaboration 854.1 The arrival of new signs 854.1.1 Definitions of competitive intelligence 854.1.2 Maintaining competitive advantages 864.2 Increasing instability 874.2.1 More developed countries 874.2.2 Low-income countries 874.3 The French example 884.4 Collaboration 894.4.1 The foundations of collaboration 894.4.2 Academic collaboration 904.4.3 Bilateral network collaborations 914.4.4 Collaboration between organizations 964.4.5 Collaborations through international institutions 984.4.6 Collaboration via chambers of commerce and industry 1004.5 Conclusion 1014.6 References 101Chapter 5 Regional Competitive Intelligence 1055.1 What do we mean by territories? 1065.1.1 Regional and international patterns of economic development and innovation 1075.1.2 Intelligent specialization strategies 1085.2 A typology of territories 1095.3 Definition of territorial intelligence 1105.4 The challenges of territorial intelligence 1125.5 Rethinking our intelligence capabilities in territorial situations 1155.5.1 Strategic coordination deficits 1155.5.2 Needing to be organized 1155.6 The intelligence of situations 1175.6.1 The establishment of competitive and strategic regional facilities 1185.6.2 The goals of these facilities 1185.7 The main areas of intervention of this competitive intelligence and regional strategic facility or organization 1195.8 The generic configuration of the facility 1205.8.1 Regional strategic steering group (CRPS) 1205.8.2 The interpretational group 1205.8.3 The spotters 1205.9 Strategic management approach: mapping and analysis tools 1215.9.1 The map of key territory actors 1215.9.2 Critical resources of a territory 1225.9.3 The influence potential of a territory 1225.10 Operational implementation 1235.11 Conclusion 1245.12 References 124Chapter 6 Influence 1276.1 The current foundations of influence 1276.2 Who is going to communicate? 1296.3 Knowledge of the target and information 1306.4 Rumors 1316.5 The “media sounding board” 1326.6 Cultural or public diplomacy 1356.7 Positive influence 1366.7.1 Influence, rumors and territorial attractiveness 1366.7.2 Becoming attractive 1376.8 Conclusion 1386.9 References 139Chapter 7 Sphere of Influence 1457.1 The return of geopolitics in the economic field 1467.2 Power strategy and influence strategy 1477.2.1 States 1487.2.2 Companies 1497.3 The sphere of influence: illustrations 1517.3.1 Definitions 1517.3.2 The sphere of influence of a company 1547.3.3 The sphere of influence of a territory 1567.4 Conclusion 1597.5 Bibliography 160Chapter 8 Organizational Intelligence 1638.1 Definition 1648.2 Organizational intelligence and cognitive pathologies 1658.2.1 The brakes of the organization 1658.2.2 Corporate culture: both a brake and lever of organizational intelligence 1658.3 An example: the US–Japan FSX Fighter program or “thinking out of the silos” 1688.4 Organizational intelligence and strategies 1708.4.1 Networks 1718.4.2 Agile organizations 1728.4.3 A network of experts 1738.4.4 The culture of organizations: management of cognitive biases and vehicle for the creation of a knowledge base of the environment 1748.4.5 Managing the culture of organizations 1758.4.6 Learning organization 1768.5 Collective intelligence and organization of sensor networks 1768.6 Conclusion 1788.7 References 179Chapter 9 From Military Intelligence to Competitive Intelligence 1819.1 From the military to the economy 1819.1.1 Military warfare 1819.1.2 Integration of the economy 1829.1.3 The priority of the economy 1839.1.4 The economic army 1839.2 Forms and aims of intelligence 1849.2.1 The importance of intelligence 1849.2.2 Economic intelligence 1859.2.3 Global intelligence 1869.2.4 Intelligence as global tool 1869.3 The practice of intelligence 1889.3.1 Intelligence for everyone 1889.3.2 Weak and strong signals 1899.3.3 The tools of intelligence 1909.3.4 Sources of intelligence 1919.3.5 Public/private collaboration in company intelligence 1929.4 Intelligence and its cycle 1939.4.1 Decoding what we might notice to understand reality 1939.4.2 The intelligence cycle 1969.4.3 Knowing oneself 1979.4.4 Definition of the research framework 1979.4.5 Prospective vision 1979.4.6 The research plan 1989.4.7 Collecting data 1999.4.8 Data cross-checking 2009.5 Analysis 2009.6 The synthesis of information and its dissemination 2019.6.1 From adequacy to expectations 2029.7 Conclusion 2029.8 References 204Conclusion 207Index 213Summary of Contents of Volume 2 217

Henri Dou is Chairman of the CIWORLDWIDE think tank and an international consultant. He has developed teaching and research in technology intelligence, competitive intelligence, patent analysis and regional development.Alain Juillet is President of the Académie de l'Intelligence Economique and an international consultant. His expertise is recognized in geopolitics, crisis management, influence, intelligence and security at an international level.Philippe Clerc is President of the Association Internationale Francophone d'Intelligence Economique and an expert advisor in international economic intelligence at CCI France.

• Preface xiIntroduction xiiiChapter 1 For a New Strategic and Competitive Intelligence 11.1 Our assessment 11.2 The present day 41.3 Tomorrow 71.4 Conclusion 101.5 References 10Chapter 2 Geopolitics and Strategic Intelligence 152.1 Principles of analysis 152.1.1 Getting to the point 152.1.2 Having an open mind 172.1.3 Knowing how to decode information 182.1.4 Learning how to sort through information 192.2 The evolving world 202.2.1 The increasing power of the individual 212.2.2 The evolution of power relationships 222.3 A changing world 292.3.1 International institutions 292.3.2 Bilateral agreements 302.4 Increased risks 302.4.1 Climate risks 302.4.2 Risks linked to resources 312.4.3 Medical risks 312.4.4 Natural risks 322.4.5 Political risks 322.4.6 Nuclear risks 332.4.7 Cyber risks 332.5 Conclusion 342.6 References 34Chapter 3 Competitive Intelligence Schools Across the World: Foundations, Influence and Perspectives 393.1 Introduction: what is the competitive intelligence school? 393.2 Visions that inspire schools of thought 423.2.1 “Power countries” 433.2.2 “Emerging countries” 453.3 The advent of the competitive intelligence schools 493.3.1 Geopolitical and geoeconomic framework 493.3.2 Doctrines 513.4 The “nourishing disciplines” of competitive intelligence and communities of public/private practice 633.4.1 Disciplines and “schools of practice” 643.4.2 The African and Chinese schools of competitive intelligence 663.5 Conclusion 773.6 References 78Chapter 4 Competitive Intelligence as a Vehicle for International Collaboration 854.1 The arrival of new signs 854.1.1 Definitions of competitive intelligence 854.1.2 Maintaining competitive advantages 864.2 Increasing instability 874.2.1 More developed countries 874.2.2 Low-income countries 874.3 The French example 884.4 Collaboration 894.4.1 The foundations of collaboration 894.4.2 Academic collaboration 904.4.3 Bilateral network collaborations 914.4.4 Collaboration between organizations 964.4.5 Collaborations through international institutions 984.4.6 Collaboration via chambers of commerce and industry 1004.5 Conclusion 1014.6 References 101Chapter 5 Regional Competitive Intelligence 1055.1 What do we mean by territories? 1065.1.1 Regional and international patterns of economic development and innovation 1075.1.2 Intelligent specialization strategies 1085.2 A typology of territories 1095.3 Definition of territorial intelligence 1105.4 The challenges of territorial intelligence 1125.5 Rethinking our intelligence capabilities in territorial situations 1155.5.1 Strategic coordination deficits 1155.5.2 Needing to be organized 1155.6 The intelligence of situations 1175.6.1 The establishment of competitive and strategic regional facilities 1185.6.2 The goals of these facilities 1185.7 The main areas of intervention of this competitive intelligence and regional strategic facility or organization 1195.8 The generic configuration of the facility 1205.8.1 Regional strategic steering group (CRPS) 1205.8.2 The interpretational group 1205.8.3 The spotters 1205.9 Strategic management approach: mapping and analysis tools 1215.9.1 The map of key territory actors 1215.9.2 Critical resources of a territory 1225.9.3 The influence potential of a territory 1225.10 Operational implementation 1235.11 Conclusion 1245.12 References 124Chapter 6 Influence 1276.1 The current foundations of influence 1276.2 Who is going to communicate? 1296.3 Knowledge of the target and information 1306.4 Rumors 1316.5 The “media sounding board” 1326.6 Cultural or public diplomacy 1356.7 Positive influence 1366.7.1 Influence, rumors and territorial attractiveness 1366.7.2 Becoming attractive 1376.8 Conclusion 1386.9 References 139Chapter 7 Sphere of Influence 1457.1 The return of geopolitics in the economic field 1467.2 Power strategy and influence strategy 1477.2.1 States 1487.2.2 Companies 1497.3 The sphere of influence: illustrations 1517.3.1 Definitions 1517.3.2 The sphere of influence of a company 1547.3.3 The sphere of influence of a territory 1567.4 Conclusion 1597.5 Bibliography 160Chapter 8 Organizational Intelligence 1638.1 Definition 1648.2 Organizational intelligence and cognitive pathologies 1658.2.1 The brakes of the organization 1658.2.2 Corporate culture: both a brake and lever of organizational intelligence 1658.3 An example: the US–Japan FSX Fighter program or “thinking out of the silos” 1688.4 Organizational intelligence and strategies 1708.4.1 Networks 1718.4.2 Agile organizations 1728.4.3 A network of experts 1738.4.4 The culture of organizations: management of cognitive biases and vehicle for the creation of a knowledge base of the environment 1748.4.5 Managing the culture of organizations 1758.4.6 Learning organization 1768.5 Collective intelligence and organization of sensor networks 1768.6 Conclusion 1788.7 References 179Chapter 9 From Military Intelligence to Competitive Intelligence 1819.1 From the military to the economy 1819.1.1 Military warfare 1819.1.2 Integration of the economy 1829.1.3 The priority of the economy 1839.1.4 The economic army 1839.2 Forms and aims of intelligence 1849.2.1 The importance of intelligence 1849.2.2 Economic intelligence 1859.2.3 Global intelligence 1869.2.4 Intelligence as global tool 1869.3 The practice of intelligence 1889.3.1 Intelligence for everyone 1889.3.2 Weak and strong signals 1899.3.3 The tools of intelligence 1909.3.4 Sources of intelligence 1919.3.5 Public/private collaboration in company intelligence 1929.4 Intelligence and its cycle 1939.4.1 Decoding what we might notice to understand reality 1939.4.2 The intelligence cycle 1969.4.3 Knowing oneself 1979.4.4 Definition of the research framework 1979.4.5 Prospective vision 1979.4.6 The research plan 1989.4.7 Collecting data 1999.4.8 Data cross-checking 2009.5 Analysis 2009.6 The synthesis of information and its dissemination 2019.6.1 From adequacy to expectations 2029.7 Conclusion 2029.8 References 204Conclusion 207Index 213Summary of Contents of Volume 2 217

Henri Dou is Chairman of the CIWORLDWIDE think tank and an international consultant. He has developed teaching and research in technology intelligence, competitive intelligence, patent analysis and regional development.Alain Juillet is President of the Académie de l'Intelligence Economique and an international consultant. His expertise is recognized in geopolitics, crisis management, influence, intelligence and security at an international level.Philippe Clerc is President of the Association Internationale Francophone d'Intelligence Economique and an expert advisor in international economic intelligence at CCI France.

• Preface xiIntroduction xiiiChapter 1 For a New Strategic and Competitive Intelligence 11.1 Our assessment 11.2 The present day 41.3 Tomorrow 71.4 Conclusion 101.5 References 10Chapter 2 Geopolitics and Strategic Intelligence 152.1 Principles of analysis 152.1.1 Getting to the point 152.1.2 Having an open mind 172.1.3 Knowing how to decode information 182.1.4 Learning how to sort through information 192.2 The evolving world 202.2.1 The increasing power of the individual 212.2.2 The evolution of power relationships 222.3 A changing world 292.3.1 International institutions 292.3.2 Bilateral agreements 302.4 Increased risks 302.4.1 Climate risks 302.4.2 Risks linked to resources 312.4.3 Medical risks 312.4.4 Natural risks 322.4.5 Political risks 322.4.6 Nuclear risks 332.4.7 Cyber risks 332.5 Conclusion 342.6 References 34Chapter 3 Competitive Intelligence Schools Across the World: Foundations, Influence and Perspectives 393.1 Introduction: what is the competitive intelligence school? 393.2 Visions that inspire schools of thought 423.2.1 “Power countries” 433.2.2 “Emerging countries” 453.3 The advent of the competitive intelligence schools 493.3.1 Geopolitical and geoeconomic framework 493.3.2 Doctrines 513.4 The “nourishing disciplines” of competitive intelligence and communities of public/private practice 633.4.1 Disciplines and “schools of practice” 643.4.2 The African and Chinese schools of competitive intelligence 663.5 Conclusion 773.6 References 78Chapter 4 Competitive Intelligence as a Vehicle for International Collaboration 854.1 The arrival of new signs 854.1.1 Definitions of competitive intelligence 854.1.2 Maintaining competitive advantages 864.2 Increasing instability 874.2.1 More developed countries 874.2.2 Low-income countries 874.3 The French example 884.4 Collaboration 894.4.1 The foundations of collaboration 894.4.2 Academic collaboration 904.4.3 Bilateral network collaborations 914.4.4 Collaboration between organizations 964.4.5 Collaborations through international institutions 984.4.6 Collaboration via chambers of commerce and industry 1004.5 Conclusion 1014.6 References 101Chapter 5 Regional Competitive Intelligence 1055.1 What do we mean by territories? 1065.1.1 Regional and international patterns of economic development and innovation 1075.1.2 Intelligent specialization strategies 1085.2 A typology of territories 1095.3 Definition of territorial intelligence 1105.4 The challenges of territorial intelligence 1125.5 Rethinking our intelligence capabilities in territorial situations 1155.5.1 Strategic coordination deficits 1155.5.2 Needing to be organized 1155.6 The intelligence of situations 1175.6.1 The establishment of competitive and strategic regional facilities 1185.6.2 The goals of these facilities 1185.7 The main areas of intervention of this competitive intelligence and regional strategic facility or organization 1195.8 The generic configuration of the facility 1205.8.1 Regional strategic steering group (CRPS) 1205.8.2 The interpretational group 1205.8.3 The spotters 1205.9 Strategic management approach: mapping and analysis tools 1215.9.1 The map of key territory actors 1215.9.2 Critical resources of a territory 1225.9.3 The influence potential of a territory 1225.10 Operational implementation 1235.11 Conclusion 1245.12 References 124Chapter 6 Influence 1276.1 The current foundations of influence 1276.2 Who is going to communicate? 1296.3 Knowledge of the target and information 1306.4 Rumors 1316.5 The “media sounding board” 1326.6 Cultural or public diplomacy 1356.7 Positive influence 1366.7.1 Influence, rumors and territorial attractiveness 1366.7.2 Becoming attractive 1376.8 Conclusion 1386.9 References 139Chapter 7 Sphere of Influence 1457.1 The return of geopolitics in the economic field 1467.2 Power strategy and influence strategy 1477.2.1 States 1487.2.2 Companies 1497.3 The sphere of influence: illustrations 1517.3.1 Definitions 1517.3.2 The sphere of influence of a company 1547.3.3 The sphere of influence of a territory 1567.4 Conclusion 1597.5 Bibliography 160Chapter 8 Organizational Intelligence 1638.1 Definition 1648.2 Organizational intelligence and cognitive pathologies 1658.2.1 The brakes of the organization 1658.2.2 Corporate culture: both a brake and lever of organizational intelligence 1658.3 An example: the US–Japan FSX Fighter program or “thinking out of the silos” 1688.4 Organizational intelligence and strategies 1708.4.1 Networks 1718.4.2 Agile organizations 1728.4.3 A network of experts 1738.4.4 The culture of organizations: management of cognitive biases and vehicle for the creation of a knowledge base of the environment 1748.4.5 Managing the culture of organizations 1758.4.6 Learning organization 1768.5 Collective intelligence and organization of sensor networks 1768.6 Conclusion 1788.7 References 179Chapter 9 From Military Intelligence to Competitive Intelligence 1819.1 From the military to the economy 1819.1.1 Military warfare 1819.1.2 Integration of the economy 1829.1.3 The priority of the economy 1839.1.4 The economic army 1839.2 Forms and aims of intelligence 1849.2.1 The importance of intelligence 1849.2.2 Economic intelligence 1859.2.3 Global intelligence 1869.2.4 Intelligence as global tool 1869.3 The practice of intelligence 1889.3.1 Intelligence for everyone 1889.3.2 Weak and strong signals 1899.3.3 The tools of intelligence 1909.3.4 Sources of intelligence 1919.3.5 Public/private collaboration in company intelligence 1929.4 Intelligence and its cycle 1939.4.1 Decoding what we might notice to understand reality 1939.4.2 The intelligence cycle 1969.4.3 Knowing oneself 1979.4.4 Definition of the research framework 1979.4.5 Prospective vision 1979.4.6 The research plan 1989.4.7 Collecting data 1999.4.8 Data cross-checking 2009.5 Analysis 2009.6 The synthesis of information and its dissemination 2019.6.1 From adequacy to expectations 2029.7 Conclusion 2029.8 References 204Conclusion 207Index 213Summary of Contents of Volume 2 217