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...objective [in] staying on top of these terrorism threats, particularly in bioterrorism," he says. "For instance, someone could come into a company and begin buying products or technology that could be applied to the dispersal of some form of gas, like the [1995] sarin-gas attack in Japan." If CI professionals stay on their toes, Herring says, "they could serve as a trip wire for government...

Author: /time Magazine | Title: Sleuths In Suits: Mission: Intelligence | 3/25/2002 | See Source »

...high-tech industries boomed, CI grew with them. Biotech and pharmaceutical companies have become especially skilled. "Because of all the patent information that's available, we know well in advance what is in someone else's pipeline," says SCIP president Mark Little. "You can see some of these things coming a long time away...

Author: /time Magazine | Title: Sleuths In Suits: Mission: Intelligence | 3/25/2002 | See Source »

Most important, CI needs to be driven from the top, says the director of competitive intelligence at a FORTUNE 100 company: "If the chief executive is asking good questions, he will get good intelligence. I can build an intelligence operation around that...

Author: /time Magazine | Title: Sleuths In Suits: Spies Like Us | 3/25/2002 | See Source »

Indeed, many CI professionals suggest that business intelligence can play a major role in the effort to prevent terrorist attacks, especially in tracking businesses or financial transactions that support terrorist groups. "A CI person might have the financial and analytical capabilities to say to the CIA, 'Have you thought about looking here?' or 'Are you looking at bank accounts in this way?'" says Ken Sawka, a former CIA analyst and a vice president of FULD & CO., a CI consultancy based in Cambridge, Mass. "When I was in the government, the guy sitting next to me didn't know...

Author: /time Magazine | Title: Sleuths In Suits: Mission: Intelligence | 3/25/2002 | See Source »

Should your firm start a competitive-intelligence department? A 1995 study by professors at the University of North Texas found that companies that place a high emphasis on CI earn an average of $1.24 a share annually, while their competitors that do not stress CI lose 7[cents] a share. There may be a chicken-and-egg dynamic at work: successful firms have a lot more cash to invest in CI. But it seems clear that watching your competitors closely can help boost your bottom line. Cliff Kalb, senior director of strategic business analysis at MERCK, says his division recently...

Author: /time Magazine | Title: Sleuths In Suits: Spies Like Us | 3/25/2002 | See Source »

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