1. Beyond strategic intelligence: What next ? Tenerife Meeting – CR Lorraine – CRITT BOIS By Marie DELMOITIEZ STRATIN.C.

2. Striking learnings from the survey 1/4 Segmentation of the wood sector: the main profession of the enterprises is a precise segment of the wood sector. -Development of external (fairs, exhibitions, conferences, events) and internal sources of information (employees, customers, suppliers). -Exchange of practices among enterprises.

3. Striking learnings from the survey 2/4 -Segmentation of the wood sector CRITT bois must meet the needs of entreprises according to their main profession: sawmilling, building timber furniture manufacturing.

4. Striking learnings from the survey 3/4 -Exchange of practices among enterprises SMEs have expressed the need to meet other SMEs of the same sector/segment or of complementary sectors (metal working, upholstery fabric…). They can meet to discuss common themes (recruiting, Knowledge Management…), to exchange practices or create partnerships.

5. Striking learnings from the survey 4/4 -Development of external and internal sources of information The most relevant external sources of information for SMEs are fairs, exhibitions, conferences and events. The CRITT Bois is orienting its search for information and watches toward these sources. As far as internal information is concerned, SMEs mostly rely on informal information they collect from their employees, customers, and suppliers. The next step for them is having this information reach the appropriate department (commercial, R&D, administrative…).

6. Setting up Knowledge Management within CRITT BOIS Tenerife Meeting – CR Lorraine – CRITT BOIS

7. Evolution of CRITT Bois strategy 1986 - 2002: Development based on technological competences 2002 – 2004: Implementation and integration of a strategic intelligence set up: Implementation and integration of a strategic intelligence set up: Épinette and DECILOR 2005: Setting up of Setting up of Knowledge Management

8. Objectives for CRITT Bois T T o become a major player of the economic development of SMEs in the wood sector through actions on: -Technological innovation -Mastering of the internal and external environment of the SMEs -Stimulation of knowledge

9. The KM concept Internal knowledge and know-how of a company are the main factors driving its development T T he main objectives of knowledge management are: - To clarify the jargons and patterns used by the different professions constituting the enterprise - - To improve the accessibility to internal knowledge and know-how

10. The KM Objectives T he control of an enterprise on its own processes, be they operational or administrative can be hindered by: Internal or external staff turnover inducing a loss of key competences or know-how Staff demotivation due to non-understood evolution of projects (stop, reorientation, change of partners…) Externalisation, delocalisation KM helps coping with these difficulties

11. Approach 1/2 According to their professions, the actors of the CRITT BOIS will participate in this action by answering questions such as: Type of stored internal information : technical, scientific or administrative – at individual and enterprise scales Criteria for information selecting – issues of sorting and storage of the information Flows of information within the enterprise and their means (oral or written)

12. Approach 2/2 Sharing information within working teams, information feedback, problems arising Objectives of the capitalisation of information  Who takes the decision?  Degree of precision?  Actors involved?  Necessary investments? Use of software tools  Other tools?  Which ones do the personnel actually use?  Do they store information thanks to these tools? Structuring documents : documents management, formalisation, normalisation

13. Professions of the CRITT Bois Products of the wood sector 1 rst transformation Energy wood Wood composite Furniture manufacturing Building timber Outdoor woodwork Millwork

15. Thinks between Strategic Intelligence & Knowledge Management Strategic Intelligence and Knowledge Management do have complementary objectives. * Décisionnel.net Some strategic information existing in the enterprise may not exploited. Information got through the knowledge management process are benchmarked against the ones got through the Strategic Intelligence process. It enriches and appreciates them. Communication and diffusion Practical work case Structuring and treatment of the information Neuronal networks of SI External sources SI Management data Technical data Other internal sources Communication and diffusion Data for the Management of knowledge within the enterprise SOURCINGSOURCING