Beyond strategic intelligence: What next

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Beyond strategic intelligenceWhat next ?
By Marie DELMOITIEZ

• Tenerife Meeting CR Lorraine CRITT BOIS

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Striking learnings from the survey1/4

• Segmentation of the wood sector the main
  profession of the enterprises is a precise
  segment of the wood sector.
• Development of external (fairs, exhibitions,
  conferences, events) and internal sources of
  information (employees, customers, suppliers).
• Exchange of practices among enterprises.

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Striking learnings from the survey2/4

• Segmentation of the wood sector
• CRITT bois must meet the needs of entreprises
  according to their main profession
• sawmilling,
• building timber
• furniture manufacturing.

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Striking learnings from the survey3/4

• Exchange of practices among enterprises
• SMEs have expressed the need to meet other SMEs
  of the same sector/segment or of complementary
  sectors (metal working, upholstery fabric).
  They can meet to discuss common themes
  (recruiting, Knowledge Management), to exchange
  practices or create partnerships.

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Striking learnings from the survey4/4

• Development of external and internal sources of
  information
• The most relevant external sources of information
  for SMEs are fairs, exhibitions, conferences and
  events. The CRITT Bois is orienting its search
  for information and watches toward these sources.
• As far as internal information is concerned, SMEs
  mostly rely on informal information they collect
  from their employees, customers, and suppliers.
  The next step for them is having this information
  reach the appropriate department (commercial,
  RD, administrative).

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Setting up Knowledge Managementwithin CRITT BOIS

• Tenerife Meeting CR Lorraine CRITT BOIS

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Evolution of CRITT Bois strategy

• 1986 - 2002
• Development based on technological competences
• 2002 2004
• Implementation and integration of a strategic
  intelligence set up Épinette and DECILOR
• 2005
• Setting up of Knowledge Management

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Objectives for CRITT Bois

• To become a major player of the economic
  development of SMEs in the wood sector through
  actions on
• Technological innovation
• Mastering of the internal and external
  environment of the SMEs
• Stimulation of knowledge

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The KM concept

• Internal knowledge and know-how of a company are
  the main factors driving its development
• The main objectives of knowledge management are
• - To clarify the jargons and patterns used by the
  different professions constituting the enterprise
• - To improve the accessibility to internal
  knowledge and know-how

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The KM Objectives

• The control of an enterprise on its own
  processes, be they operational or administrative
  can be hindered by
• Internal or external staff turnover inducing a
  loss of key competences or know-how
• Staff demotivation due to non-understood
  evolution of projects (stop, reorientation,
  change of partners)
• Externalisation, delocalisation
• KM helps coping with these difficulties

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Approach 1/2

• According to their professions, the actors of the
  CRITT BOIS will participate in this action by
  answering questions such as
• Type of stored internal information technical,
  scientific or administrative at individual and
  enterprise scales
• Criteria for information selecting issues of
  sorting and storage of the information
• Flows of information within the enterprise and
  their means (oral or written)

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Approach 2/2

• Sharing information within working teams,
  information feedback, problems arising
• Objectives of the capitalisation of information
• Who takes the decision?
• Degree of precision?
• Actors involved?
• Necessary investments?
• Use of software tools
• Other tools?
• Which ones do the personnel actually use?
• Do they store information thanks to these tools?
• Structuring documents documents management,
  formalisation, normalisation

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Professions of the CRITT Bois
Products of the wood sector
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Thinks between Strategic Intelligence Knowledge
Management

• Strategic Intelligence and Knowledge Management
  do have complementary objectives.

Some strategic information existing in the
enterprise may not exploited. Information got
through the knowledge management process are
benchmarked against the ones got through the
Strategic Intelligence process . It enriches and
appreciates them.
Communication and diffusion
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