Information and prevention
Failure to take critical information into account can be fatal for a company. The challenge is to identify that critical piece of information among the rest – and to handle it in time. That’s true both for strategy and for what emerges from operations, in other words, from the execution of the road map. Our approach is based on prevention rather than on mitigation, on proactive planning rather than observation.
This is likely the most difficult exercise, but it’s also the one from which operational recommendations and conclusions are drawn, provided that the horizon is well-defined (neither too long nor too short). The prospective analysis allows the director to identify the decisive factors that could strongly impact perception, or even acquired knowledge, and assist in making better, fully-informed decisions.
Any measurable – and we do emphasize “measurable” – action that supports the business and the achievement of the company’s sales and financial goals creates value. With figures to back it up, it allows for a decrease in costs related to “crisis management.” Risk prevention is the guardian angel that supports top management and business units and ensures proper execution of the company’s road map.
In-House Competitive Intelligence
A company generally has more than 80% of the strategic information that it’s looking for (about a market, a competitor, etc.), often without even being aware of it. Operational economic intelligence is the company’s establishment of an internal organization dedicated to optimizing its knowledge and its intelligence resources.