Companies of all sizes are adapting their strategies when it comes tocompetitive intelligence. Smaller companies are now beginning to formalizecompetitive intelligence activities through firmly establishedcommunication lines, if not through fully centralized departments. Thelargest companies are moving toward centralized, global-level groups thatoffer strategic value beyond the data that they collect.

According to Cutting Edge Information's research, although the CI functioncertainly has room for growth -- most departments still consist of fewerthan 10 individuals -- it is well on its way to becoming a mature,influential department.

"A decade ago, the concept of having a fully dedicated CI department was anew idea," says David Richardson, lead author of the study. "Now at manycompanies, the CI function is a fully integrated function that plays avital role in developing and executing market strategies."

The 116-page report examines CI team structures, phase-by-phase spendingand staffing, and strategies for improvement. Compiled from surveys andinterviews with executives at leading companies, the report enables CIteams to achieve success. It focuses on these topics:

--  Structuring for Success - provides details on CI structures, including    global-level reporting lines and placements; ways in which CI teams trumpet    their successes and create CI cultures; and the career paths laid out to    make CI teams breeding grounds for future pharma leaders--  Resourcing for Growth - reveals CI department-level budgets and    staffing; brand-level phase-by-phase spending and staffing; which groups    fund CI; and how companies demonstrate ROI on CI--  Increasing CI's Reach - Examines how companies communicate their    strategic value to internal clients and the resources and tools for    collecting CI