prospective thinking to anticipate changes and make decisions in accordance with the economic environment. But it is also the perception of its environment, the identification of market developments, strategic adaptation, innovation and sales growth, the opening of new markets and the development of the company. Finally, it is information security, data protection, risk anticipation and, therefore, the control of its information system.
All the fields that complement Business Intelligence, such as knowledge management, information protection and lobbying, can be grouped together in the overall concept of Strategic Intelligence.
1.2.2.4. Information
Information is data that has been recorded, classified, organized, linked and interpreted within the context of a specific study. The exploitation of the collected data requires sorting, verification, processing, analysis and synthesis. It is through this process that the raw data collected during the research will be transformed into information. This data processing process provides accessible information for decision-making.
1.2.2.5. From information to knowledge: economic intelligence
Information is at the heart of Business Intelligence (Monino 2012b) and its strategic management has become one of the key drivers of overall business performance. Indeed, the process of globalization of markets forces economic agents to adapt to the new balances that are being established between competition and cooperation. From now on, the management of industrial strategies is largely based on the ability of companies to access strategic information to better anticipate future markets and competitors' strategies.
1.2.2.6. Knowledge
Knowledge is the extension of information, to which value is added because it is based on intention. It is a specifically human phenomenon that concerns thinking in its active and contextual relational frameworks. It represents an acquisition of information that is translated by the human factor and requires analysis and synthesis to assimilate, integrate, criticize and admit new knowledge.
1.2.2.7. From knowledge to decision-making: strategic business intelligence
Economic foresight concerns the collection of information, while competitive intelligence is a request from the company's management to know, and control as far as possible, the dynamics of its environment. Of course, economic intelligence must not only mobilize means, both human and financial, but it also requires working methods and tools, computerized or not, for the collection and especially the analysis of this information. Information thus becomes one of the strategic raw materials of the company and the person in charge of a company must be able to find the necessary help within his staff or externally when taking strategic decisions.
The wave of computerization that has swept over our societies is now reaching a form of maturity, which means that entry into the knowledge society represents a plunge into an ocean of information. The development of related technologies, with the advent of the Internet and networks, has increased the volumes available.
The stakes in the era of the “data revolution” are focused on the integration and enhancement of data. This phenomenon is part of a new approach to the “economy of the immaterial”. It mobilizes knowledge and information, and highlights the importance of “Data”. “Big Data”, “Open Data”, [...] “Data” is everywhere - we produce it every day - and is carried by smartphones, tablets, [...] and is accessible by anything and everyone. Its mass arrival is upsetting traditional management practices.
Figure 1.3. From data to decision-making strategic intelligence (source: Monino and Lucato 2005, Conference Fondation Maison du Maroc Paris October 2019 “Economic intelligence and data control in the digital world”). For a color version of this figure, see www.iste.co.uk/monino/control.zip
1.3. Conclusion
The advent of “Big Data” (Monino 2015) is changing traditional management practices and invites the organization to adopt new visions that allow it to have “strategic information” that can generate more value. In other words, the message must be conveyed that information per se is not power: it is using information that gives power, and the more information is given and exchanged, the more information is received (Martinet and Marti 2001).
It is then necessary to adapt and try new approaches, new methods, new knowledge and new ways of working, which leads to new properties and new issues since a logical referencing must be created and implemented. The question is no longer what data to store, but what can be done with that data?
However, reaching the full potential of data depends on how it is presented, it must be used and reused in multiple ways without diminishing its value. This means making data available in the right form and at the right time to any interested party wishing to exploit and add value to it. Generating value at the different stages of the data value chain will be at the center of the intersection of openness and voluminous quantities of data. In addition, one of the main benefits of open data is that it fosters the development of a culture of information sharing and intersectoral collaboration (GTDO 2011). Increasing data volumes, processing speed and diversity pose new challenges for companies and affect their decisionmaking processes.
Notes
1 1 This hierarchical model was taken up in 2005 by J.-L. Monino and G. Lucato to show the importance of Information in the Business Intelligence process (Monino 2013).
2 2 Michael Porter: business intelligence is “giving the right information at the right time to make the right decision”.
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