No specific focus has been determined. Ad hoc needs drive the scope.

Reactive ad hoc process puts out fires as they emerge. Uncoordinated purchases of information.

Ad hoc deliverables quickly put together from scratch.

Email and shared folders as the primary means for sharing and archiving information.

No resources specifically dedicated to MI. Individuals conducting MI activities on a non-structured basis.

No shared understanding exist of the role and benefit of systematic MI operations

Limited scope, seeking quick wins. Focus typically on competitors or customers only.

Needs analysis made. Establishing info collection from secondary external sources. Little or no analysis involved in the process.

Regular newsletters and profiles complement ad hoc deliverables.

Corporate intranet is emerging as a central storage for intelligence output.

One person appointed as responsible for MI. Increasing coordination of MI work in the company. Loose relationships with external info providers.

Some awareness exists of MI, but the organizational culture overall is still neutral towards MI.

Wide scope with the attempt to cover the current operating environment comprehensively.

Secondary info sourcing complemented by well established primary info collection and analysis.

Systematic market monitoring and analysis reports emerge as new, structured MI output.

Web-based MI portal established that provides access to structured MI output. Users receive email alerts about new info in the system.

A fully dedicated person manages MI and coordinates activities. Centralized, internally or externally resourced info collection and analysis capabilities exist.

MI awareness in a moderate level. Sharing of info is encouraged through internal training and marketing of MI.

Analytical deep dives about specific topics complement the comprehensive monitoring of the operating environment.

Advanced market monitoring and analysis processes established. Targeted communication of output to specific business processes and decision points.

Two-way communication is increased in both production and utilization of MI output. Highly analytical deliverables.

Sophisticated channeling of both internally and externally produced MI content to the MI portal. Multiple access interfaces to the portal in use.

Advanced analytical and consultative skills in the intelligence team. MI network with dedicated resources in business units for collecting local market info. Non-core MI activities outsourced.

MI awareness is high and people participate actively in producing MI content. Top management voices its continuous support to MI efforts.

Broad, deep and future-oriented scope that also covers topics outside of the immediately relevant operating environment.

Intelligence process deeply rooted in both global and local levels of the organization. MI fully integrated with key business processes; two-way communication.

High degree of future orientation and collaborative insight creation in producing and delivering the MI output.

Seamless integration of the MI portal to other relevant IT tools. Lively collaboration of users through the MI portal.

MI team has reached the status of trusted advisors to management. Internal MI network collaborating actively. Internal MI organization smoothly integrated with the outsourced resources.

A strong MI mindset is reflected in the way people are curious towards the operating environment and co-create insights about it.