Proceso de vigilancia, inteligencia y prospectiva
DOI:
https://doi.org/10.37431/conectividad.v1i1.11Palabras clave:
Vigilancia, Organización, Ambidiestra, ProducciónResumen
En una sociedad con organizaciones cada vez más dinámicas en la producción de datos, pero aún no veloces en su procesamiento y aplicación sistemática (a pesar de contar con tecnologías cada vez más complejas en el análisis de los mismos). La capacidad adaptativa de las organizaciones, y la aplicación de las mejores herramientas para interpretación de datos, se constituyen en soportes estratégicos para la ventaja competitiva duradera.
En este contexto, los procesos de exploración y acción – eficiente y efectiva – sobre los hallazgos de oportunidades y amenazas, se constituyen en generadores de insumos de información de alta calidad para la toma de decisiones a nivel estratégico en la alta gerencia. Ello sólo se logra bajo la integración de los procesos de Vigilancia – Inteligencia – Prospectiva (VIP), cada uno de los cuales tiene actividades y herramientas de distinto nivel de complejidad.
De otro lado, la velocidad, veracidad y pertinencia en el análisis de los datos generados por el proceso VIP, se constituye en factores críticos de éxito para la toma de decisiones correctas. Por otro lado, la capacidad de absorción de nuevos conocimientos (soportado en su velocidad de aprendizaje, la cultura organizacional, las capacidades tecnológicas y flexibilidad de adaptación) se constituyen en el entorno ideal para que el proceso VIP y su aplicación en las organizaciones. A este entorno se le denomina organización ambidiestra (Fillipi y otros, 2012).
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