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Abstract

L-CI-SUI is a bundled solution that can be used to enhance any business, or blossom a good idea into a successful company. Leadership (L), competitive intelligence (CI), and strategic uses of information (SUI) is a universal solution to any type of problem a business may face. This is like a universal cure for every illness in today’s world that anyone from a medical specialist to a sick child’s mother could use. This bundled resolution involves three main concepts that, when combined just right, can benefit an organization or business monetarily, structurally, and even enhance the workforce moral. My theory consists of two key elements, Leadership and Competitive Intelligence, merged together with an adhesive which is termed Strategic Uses of Information.

Introduction

Leadership, competitive intelligence (CI), and strategic uses of information are all key aspects involved in a universal business model. Leadership styles, methods, and processes are essential for any business or organization to prosper. Leadership in general is needed in just about any instance where there is more than one person working towards the same or a similar cause. Competitive intelligence is an all encompassing continual system that is needed for an organization to contend ethically and successfully with common market rivals. Using information strategically blends with the first two concepts in that both leadership and competitive intelligence will not function effectively or efficiently without using beneficial pieces of information tactfully. I will briefly describe each concept, and then describe further how they are interconnected with each other.

Leadership

Leadership is the foundation of any successful business. The majority of organizations and businesses today started with a vision. Normally it is an individual who starts an idea, and then he finds friends or family to help support his idea, goal, or intended outcome. In the beginning, people are not “following” him for the foreseen riches that laid ahead for them. There is some kind of positive energy, influence, charisma, or common vision between him and those who chose to follow his footsteps. Joshua Cox, a colleague of mine, believes that the real understanding behind a good leader is to concentrate on the followers. In his leadership theory, he focuses on the relationship between the followers and the leader, but mainly views the characteristics of the followers instead. Instead of what makes the leader lead, what makes the followers follow (Cox, 2008)?

Cox has a very democratic view on leadership. This style of leadership involves leaders that are chosen by the people for the people. Thomas E. Cronin, a former White House Fellow, however believes passionately that not only should the followers have the say in who the leader is, but that a leader and the followers both can have qualities of a leader. What is a leader without followers? Also a leader could potentially rise up out of the “follower” group to emerge and lead his or her own movement of followers. Cronin thought that followers should be referred to as citizen-leaders which he believed wasn’t as demeaning as the term “follower” (Wren, pg 306).

Steve Lunsford, another colleague of mine, concentrates on organizational leadership. He believed that culture was the key to leadership. Everyone has a common goal, but they also seem to have similar or even the same cultural values (Lunsford, 2008).

It is a fact that we have dealt with historical influences, as well as cultural changes that directly affect leadership models that are now considered to be outdated. These theories are referred to as “contingency” theories, which need to be more dynamic in nature to deal with the constant change of the world’s society today (Wren, pg 246).
I believe that leadership theorists should concentrate on behavioral studies as well. Analyze leadership from every angle you can, and that is when you can really start to capture the essence of leadership. A leader, to even be considered a leader, has to be viewed in a specific light by the followers.

What type of characteristics or qualities account for this consideration by a potential follower. According to Paul Hersey and Kenneth H. Blanchard , leader- behavioral theorists, the term “”Consideration” refers to “behavior indicative of friendship, mutual trust, respect, and warmth in the relationship between the leader and the members of his staff”” (Wren, 1995, p. 145).

My theory on leadership concentrates on influence. A leader influences others in some way, shape or form. If someone can manifest a decision in someone else’s head, that person is some sort of leader, or has magical powers, which is highly unlikely.

Competitive Intelligence

Competitive Intelligence (CI) is a continually evolving system that involves gaining foreknowledge on competitor’s potential marketing schemes before they have a chance to pitch them. In essence, a business can use this information to their advantage by not only deploying this possibly winning sales pitch first, but also if time prevails, add value to the marketing plan converting the competition into minor rivals. This is just my personal take on the concept after researching it. There is a lot more to it than that, but for all purposes in combining three incredibly important ideas to form a powerful conceptual entity capable of turning a good business into a flourishing business (Blenkhorn & Fleisher, 2005).

It was described in short the best when Arik Johnson stated that “CI is the purposeful and coordinated monitoring of your competitor(s)” (Johnson, 2000).

CI is an entire network of competitive observations done in marketing, planning, and R&D functions of an organization or business (Prescott & Miller, 2001, p. 4).

This is a perfect solution for any business, but especially those who are just starting and want to create an elite business plan. The elite business plan is the combined efforts of CI, Leadership, and Strategic Uses of Information.

Strategic Uses of Information

If it has not already been made present, the article material on leadership and CI promote the act of using information strategically. Information that is not used tactfully is poorly managed knowledge. So, in order to use information effectively, there needs to be some sort of knowledge management present. The actual conceptual view of leadership and CI already uses information in an intelligent and constructive manner; however there is an extra concept that could be included in the bundled set to ensure an elite business plan called knowledge management. Jay Edwin Gillette, a CICS (Center for Information and Communication Science) doctorial professor, states that information is knowledge in motion (Gillette 2000).

Knowledge management is an intricate part of leadership and competitive intelligence when pertaining to my personal theory on a universal business model. Since knowledge management is equivalent to information used strategically (as mentioned earlier), then strategic use of information would already be present inside the first two concepts, which means the third concept is a binding agent that makes the entire model work.

Conclusion

In conclusion, leadership is the first key to a successful business or organizational model.
There needs to be guidance, motivation, influence, and discipline within starting a company. Once a company is established, or even before it is, it is essential to have competitive intelligence. Leadership is consistently essential, but this is the aspect of the bundled model that is normally the stepping stone to a business. Sink or Swim….Float with Leadership. Both leadership and CI will fail without the strategic use of information. This is constant within the two funtions. There is not a timeline for the third concept, but instead a timeless entity that is always present only when referring to the other two concepts. Using information strategically is what binds Leadership with Competitive Intelligence to produce something greater than a business plan or company model. These concepts are bundled fibers of success when used in connection with each other towards a perceived outcome or common goal.

References:

David L. Blenkhorn and Craig S. Fleisher, eds. (2005). Competitive Intelligence and Global
Business. Oxford: Praeger Publishers Greenwood Publishing Group.

Jay Edwin Gillette. (2000). “Information is Knowledge in Motion’: A Practical Framework for
Understanding Knowledge Management.” Unpublished. Center for Information and Communication Sciences.

Arik R. Johnson. (2000). What is Competitive Intelligence?. Retrieved April 2, 2008,
from http://www.aurorawdc.com/whatisci.htm

John E. Prescott and Stephen H. Miller. (2001). Proven Strategies in Competitive Intelligence:
Lessons from the Trenches. Washington, D. C.: Society of Competitive Intelligence Professionals

J. Thomas Wren, ed. (1995). The Leader’s Companion: Insights on Leadership Through
the Ages. Essay 36: The Historical and Contemporary Contexts of Leadership:
A Conceptual Model. New York: Free Press.

J. Thomas Wren, ed. (1995). The Leader’s Companion: Insights on Leadership Through
the Ages. Essay 41: Leadership and Demoacracy. New York: Free Press.

J. Thomas Wren, ed. (1995). The Leader’s Companion: Insights on Leadership Through
the Ages. Essay 25: Behavioral Theories of Leadership. New York: Free Press.

Joshua Cox. (February 28, 2008). Leadership Theory. Retrieved April 2, 2008,
from http://www.cicsworld.org

Stephen Lunsford. (March 5, 2008). Organizational Leadership: Group Accomplishment through
Outstanding Culture. Retrieved April 2, 2008,
from http://www.cicsworld.org