It becomes more and more necessary to define and analyze the key events, trends, and forces in the business environment that will dictate the tactics of choice. This is not to say that the need to move quickly and manage resources more aggressively is diminished in any way. When we study the changing fortunes of companies over the past twenty years or more, we are forced to the conclusion that there is no final answer, no permanent solution to the problem of long term survival and growth. Management skill can make a big difference, but there are times when the tide just turns against you. It is no exaggeration to say that executives must scan the business environment every single day for telltale signs of significant change.
Every corporation needs to devote continuous attention to what's going on outside their doors.
Many organizations, however, are remarkably out of touch with the wider world. These organizations tend to be the sitting ducks who take the worst punishment when the shockwave hits. But environmental intelligence has more value than just averting disasters. It is the very raw material for creating opportunities as well. Indeed, it is the starting point for the whole strategy developmental process.