02756nam 2200577Ia 450 991082886810332120200520144314.00-8144-2744-8(CKB)111086906305796(EBL)243017(OCoLC)475962476(SSID)ssj0000142428(PQKBManifestationID)11162211(PQKBTitleCode)TC0000142428(PQKBWorkID)10111516(PQKB)11238274(MiAaPQ)EBC243017(Au-PeEL)EBL243017(CaPaEBR)ebr10075610(OCoLC)559523918(EXLCZ)9911108690630579620030318d2004 uy 0engur|n|---|||||txtccrEarly warning using competitive intelligence to anticipate market shifts, control risk, and create powerful strategies /Ben Gilad1st ed.New York AMACOMc20041 online resource (287 p.)Description based upon print version of record.0-8144-0786-2 Includes bibliographical references and index.Preliminaries; Contents; List of Tables and Figures; Preface; Acknowledgments; Chapter 1 Surprise; Chapter 2 What Do You Know About Strategic Risks; Chapter 3 The Internal Dynamics of Early Warning Failures; Chapter 4 The Analytical the Tactical the Couch Potato and the Blind; Chapter 5 Step 1 Identifying Risk and Opportunities; Chapter 6 Step 1 Continued War Gaming; Chapter 7 Step 2 Intelligence Monitoring; Chapter 8 Step 3 Management Action; Chapter 9 Case Studies of CEW in Action; Chapter 10 If You Start from Scratch . . .; EpilogueSurprise is rarely a good thing in business. Unexpected developments range in their effects from inconvenient to disastrous. To avoid being blindsided, companies must develop a Competitive Early Warning system, or CEW, which combines strategic planning, competitive intelligence, and management action. Such systems let organizations manage risk more effectively and prevent ""industry dissonance"" -- when market realities outpace corporate strategies. Early Warning reveals how to:* Change strategy to meet new realities* Learn from the mistakes of others via the book's eye-opening storiesRisk managementRiskStrategic planningRisk management.Risk.Strategic planning.658.15/5Gilad Benjamin1660542MiAaPQMiAaPQMiAaPQBOOK9910828868103321Early warning4015847UNINA