All organisational change processes are bound to face a wide variety of obstacles and facilitating effects, and implementation of competitive intelligence (CI) units is no exception. This work explains the principal characteristics of six implementations of CI systems carried out by IK4-IDEKO, with special emphasis on the problems and support that they encountered.
This analysis is reinforced with the quantitative study of the effect - facilitator or barrier - of 21 factors considered influential in these type of projects. The results show that the CI computer tools act as drivers and none of the factors is clearly perceived as a barrier, although those related with people are located close to indifference. The general handling of the information and the correct progress of the project in its initial phases may be factors to take into consideration in future studies.
