Establishment of a Competitive Intelligence (CI) Function to Institutionalize Macroanalysis in the Metals Industry Research and Development Center

Abstract

The Metals Industry Research and Development Center (MIRDC) is a Research and Development Organization (RDO) under the Department of Science and Technology (DOST) mandated to serve the local metals, engineering and allied industries. Following the agency’s rationalization in 2010, the Planning and Management Division (PMD) was tasked with conducting macroanalysis of the metals and engineering industries. However, this function has not been formally institutionalized, creating a critical gap in strategic planning. This study addresses this challenge by proposing the formal establishment of Competitive Intelligence (CI) processes and structures to institutionalize its macroanalysis function. CI is defined as the process and forward-looking practices used in producing knowledge about the competitive environment to improve organizational performance.

Employing a case study design with MIRDC as the unit of analysis, the study utilized document analysis, observations, and consultations with key personnel to examine current MIRDC practices and identify intelligence gaps. Findings revealed that MIRDC already incorporates CI elements across multiple processes and practices. However, such efforts operated more in silos without formal coordination or systematic integration. Analysis using Pellissier and Nenzhelele’s unified CI process model identified critical gaps across four influential factors: Process and Structure, Decision-makers, Organizational Awareness, and Culture and Feedback mechanisms. Using the McKinsey 7S Framework, the study examined the organizational and management implications that MIRDC must address to successfully establish its CI capabilities. Establishment of a Competitive Intelligence (CI) Function to Institutionalize Macroanalysis in the Metals Industry Research and Development Center

The study proposes an organizational framework designating PMD as the central coordinating unit for the CI function in MIRDC. Intelligence needs are organized into three broad categories: Context of the Organization, Stakeholder Needs and Wants, and Competitor Analysis. Four distinct roles shall be assigned to concerned MIRDC personnel: Scout / Collector, Subject Matter Expert, Analyst / Integrated and Manager. A four-year implementation plan is recommended to institutionalize CI in MIRDC and address strategic planning gaps and provide systematic intelligence to support decision-making.