chapter  8
Competitive Intelligence analysis failure: diagnosing individual level causes and implementing organisational level remedies
Pages 20

It hardly needs to be said that organisations and managers can learn from failures (Brown,

2007). However this requires individuals to talk thoughtfully about them and examine

their causes, something which is rarely done except in cases of catastrophic, publicly

visible failures (Edmonson & Cannon, 2005). Although analysis of failure is an accepted

part of contemporary manufacturing industry practice, its application to an enterprise’s

intelligence, planning and decision making functions is less common (Heuer, 2005;

Underwood, 2006). In identifying the possibility and causes of CI analytical failure, we

believe that much can be learned by managers and practitioners, with the first task being

awareness of the location of failure.