Strategic intelligence: The cognitive capability to anticipate competitor behaviour

Intelligence ≠ Autonomy ≠ Capability

In recent years, there has been a tendency to confuse the terms Intelligence, Autonomy, and Capability. In this paper we present the viewpoint that intelligence and capability are independent. These two factors describe an orthogonal design space that places upper bounds on the autonomy of the intelligent system. This design space for intelligent systems is illustrated by describing existing in...

Using strategic foresight methods to anticipate and prepare for the jobs-scarce economy

A fundamental shift in the future of work is underway, with significant implications for the number, location, and types of jobs. This shift is entangled in a wider set of longerterm transitions. The disruptive nature of this shift presents new policy challenges and carries implications for maintaining the social contract. This paper shares recent examples of global Foresight that have been dev...

Cognitive Strategic Model applied to a Port System

Port organizations have focused their efforts on physical or tangible assets, generating profitability and value. However, it is recognized that the greatest sustainable competitive advantage is the creation of knowledge using the intangible assets of the organization. The Balanced ScoreCard, as a performance tool, has incorporated intangible assets such as intellectual, structural and social c...

From Strategic Security Risks to National Capability Priorities

Since 9/11, many western nations have re-framed their national security decisions in terms of strategic risk management. All have undertaken risk assessments, but valid translation into capability priorities has been abdicated largely by transferring priorities directly from risk magnitudes. Treatment priorities should be determined from risk reduction benefits in relation to costs, but a metho...

I the Contribution of Business Intelligence to Strategic Management