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Fb2 Real-World Intelligence ePub

by Herbert E. Meyer

Category: Management and Leadership
Subcategory: Business and Work
Author: Herbert E. Meyer
ISBN: 093516605X
ISBN13: 978-0935166057
Language: English
Publisher: Storm King Pr; Reprint, Subsequent edition (December 1991)
Pages: 102
Fb2 eBook: 1393 kb
ePub eBook: 1916 kb
Digital formats: mobi lrf rtf txt

FREE shipping on qualifying offers. Business Intelligence is emerging as the world's hottest new management tool.

FREE shipping on qualifying offers. Companies now are setting up Intelligence Systems that operate like corporate radars: they monitor the external environment to alert management to whatever may be happening up ahead before it would otherwise be visible.

Подписчиков: 92О себе: Prophet of Optimism An award-winning in. .

Подписчиков: 92О себе: Prophet of Optimism An award-winning intelligence expert author and speaker.

Herbert Meyer is the name of: Herbert Oskar Meyer (1875–1941), German jurist and historian. Herbert Alton Meyer (1886–1950), . Herbert Meyer (footballer) (born 1948), German footballer. Herbert E. Meyer, author and former vice chairman of the CIA's National Intelligence Council. Herbert Mayr (1943–2015), former politician from South Tyrol. Herbert Meier (born 1928), Swiss writer and translator.

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Meyer, Herbert . 1945-. Business intelligence. Books for People with Print Disabilities. New York : Grove Weidenfeld. inlibrary; printdisabled; ; americana. Internet Archive Books. org on September 15, 2010.

Real World Intelligence: Organized Information for Executives. 32278/?tag prabook0b-20. Real-World Intelligence. Business Intelligence is emerging as the world's hottest.

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Business Intelligence is emerging as the world's hottest new management tool

Business Intelligence is emerging as the world's hottest new management tool. Companies now are setting up Intelligence Systems that operate like corporate radars: they monitor the external environment to alert management to whatever may be happening upahead before it would otherwise be visible. Business Intelligence Systems help companies monitor competitors, customers, suppliers, markets, and those key trends and development in science, technology, economics and politics directly relevant to the company's unique strategic objectives.

Articles & Blog Posts by Herbert E. A Dose of Real-World Intel on Iran. Why Intelligence Keeps Failing. Did the CIA 'Cook the Books' on Iran?

Articles & Blog Posts by Herbert E. How to Defuse the Crisis with North Korea. TAKEDOWN: From Communists to Progressives, How the Left has Sabotaged Family and Marriage. Romney Picks Petraeus for Veep!' Elderly Montreal 'student' rioters protest tuition hike. A U-Turn Strategy for the GOP. Why, Precisely, is America so Great? A Double-Dose of Spengler. An Economics Lesson Even a Liberal Can Grasp. What the President's Attack on the CIA Really Means. Did the CIA 'Cook the Books' on Iran? Revolution. Bruce Walker's The Swastika Against the Cross.

REAL WORLD INTELLIGENCE INC. BOX 2089 FRIDAY HARBOR, WA TEL: FAX: HERBERT E. MEYER CHAIRMAN MICHAEL S. PINCUS PRESIDENT REAL-WORLD INTELLIGENCE INC. designs, builds

REAL WORLD INTELLIGENCE INC. 1 REAL WORLD INTELLIGENCE INC. designs, builds, and integrates Business Intelligence Systems (BIS) for companies and other private sector enterprises throughout the world.

Business Intelligence is emerging as the world's hottest new management tool. Companies now are setting up Intelligence Systems that operate like corporate radars: they monitor the external environment to alert management to whatever may be happening up ahead before it would otherwise be visible. Business Intelligence Systems help companies monitor competitors, customers, suppliers, markets, and those key trends and development in science, technology, economics and politics directly relevant to the company's unique strategic objectives. This book, authored by a top-level Reagan Administration Intelligence official - the man widely credited with being the first senior US official to project the Soviet Union's collapse -- shows how businesses can use the ideas and methods of intelligence to set up "corporate radars" that will give them a competitive edge in today's global, ferocious, information-rich business environment.
Comments to eBook Real-World Intelligence
Llbery
Nothing too earth-shattering here, but it does bring up concepts that you'll want to keep in mind. A bit dated, as it does not provide any tricks to deal the deluge of digital data that engulfs us today.
The Rollers of Vildar
Even with all the information on the web these days, one still needs to decide what intelligence is pertinent that will assist in making a solid decision. This book helps in this process.

Here is a quote "Moreover, much of the intellignce that flows to you will be relevant but not critical. It may focus on an issue of less than decisive impact to the organization, or it may include information on a decisive issue that is new but not vital. So as a good policymaker you will often decline to take immediate action on a particular intelligence report...(but sometimes a) decision to do nothing will smack of 'ignoring' intelligence. It isn't, really. It is just good steady leadership. After all, in any organization you achieve your goals by doing nothing 90% of the time. It is the other 10% that makes the difference...Yet as a policymaker who acts on his intelligence reports-and on nothing else-is a fool. You must mix in your own judgment and experience, and in the end, your own gut feeling for what course of action will be in the organization's best interests. Once again, the result is steady tension between intelligence and policymaking."

This is quick read & still applicable today.
Zicelik
Meyer's distinguished career includes serving as associate editor of Fortune magazine (primarily responsible for coverage of the U.S.S.R.) and then as special assistant to the director of the C.I.A. and vice chairman of the C.I.A.'s National Intelligence Council (primarily responsible for estimates and projections concerning the U.S.S.R.). Meyer is widely recognized as the first senior government official to predict the collapse of the U.S.S.R. Upon retirement from public service, Meyer founded Real*World Intelligence, Inc. of which he continues to serve as chairman and CEO. He is widely recognized as a leading authority on competitive intelligence. He and his associates developed the world's first customized turn-key intelligence system for organizations and they now work with clients throughout the world.
There are many misconceptions about the C.I.A. For example, contrary to what many people think, only a small percentage of time and effort (about 5%) is devoted to espionage (or "spying"). Most of the work consists of obtaining and then evaluating "open-book" information. That is, information readily available to virtually anyone. There may also be misconceptions about the subject of Meyer's book, competitive intelligence. For example, that efforts to obtain the information on which it depends must necessarily be illegal, unethical, immoral, etc. Not so. As Meyer carefully explains, there is an abundance of information in the public domain which is easily (and legally) accessible. In Real*World Intelligence, Meyer organizes his material within six chapters:
The Most Powerful Management Tool of All
The New Intelligence
How Intelligence Works
What Intelligence Outfits Look Like
Intelligence and Policymaking
The Future of Intelligence
What he offers in this book is a cohesive, comprehensive, and cost-effective system by which to determine (a) which information is of greatest importance to an organization, (b) how to obtain that information and then manage it, (c) how to convert (or upgrade) that information to intelligence, and finally (d) how to derive greatest benefit from it.
In the so-called Age of Information, it is imperative for any organization (regardless of size or nature) to establish and then develop such a system. Think of intelligence as "radar" which will enable an organization to survey and then navigate its way through totally unfamiliar "territory." Think of intelligence as a means by which to recognize critically important early-warning signs and then respond effectively to them. Also think of intelligence as a means by which to know what an organization needs to know about its competitors but, much more importantly, what it needs to know about its customers and their customers as well as what it needs to know about the rapidly-changing world it shares with them.
Anyone who questions the importance of such intelligence should ask this question: "The next time I am behind the wheel of a vehicle, what if I were wearing a blindfold as I pull out into traffic?" Obviously that makes no sense and yet many organizations are now wear a blindfold as they proceed into an uncertain future. Hence the great value to them of Meyer's book. END
Lanin
Real World Intelligence reveals no secrets. In fact I think everything the Author explains is well know and generally accepted amongst those who think about this kind of thing. To be fair this book was first published in 1987. Some of this may have been new at that time. Now it is not.
The author states quite clearly that he has no secretes to reveal in this book, so perhaps that criticism is not valid either. However he does claim to inform us of the new role of intelligence in business. Unfortunately there is remarkably little new information in this book. In a few cases the author falls into trite cheerleading. In my opinion there is very little insight into how to run a successfully intelligence operation. The author claims to have extensive experience in that realm. This book would have been improved had he shared some of those experiences.
The book is well written and offers a clear overview of the topic of open source intelligence. He also covers the role of intelligence in corporations. This role will clearly be growing. This text may be valuable as a high level overview of what intelligence is and how it can be used. The authors simplistic righting style and lightweight content make it only a basic primer.
Vizil
This book is on my MUST READ book for managers and decision makers.

The idea that the person responsible for "intelligence" is ALWAYS in conflict with the decision maker was a real eye opener.

Conflict 1: Gathering information is a continuous process with no end result in sight. Demands for information by decision makers are usually one-time no-warning events.

Conflict 2: If the decision maker hears what he already "knows" or believes to be true, the information is of no value. To provide value, the intel person has to buck the belief of the boss. Not a prescription for career advancement.
SmEsH
Dear Madam/Sir,

Please be informed that Real-World Intelligence: Organization Information that I order on October 16, 2015, I did not received until now.

Please confirm email and re-send to my shipping address: 67-24 Burns Street, Forest Hills, New York, 11375

Best regards
Almerio Do Carmo Vieira
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