Finding New Competitive Intelligence: Using Structured and Unstructured Data

The UK public sector pharmaceutical healthcare industry is ailing and in need of help, 3.6 pound billion is spent annually on pharmaceutical companies. Today's dynamic markets, the public sector, healthcare in the UK are under significant and unprecedented pressure to improve productivity, quality and embrace. Despite this enormous investment and the magnitude of opportunity for the public pharmaceutical healthcare to both do good and well, all too many efforts fail because of limited time and energy spent on innovation development. The Government, the public sector healthcare, society associations, business to business and stakeholders are inter-dependently a business chain model. However, a salient point, there is a need for overcoming vertical and horizontal obstacle integration of activities required for analysing predictive and future performance. The aim of this paper is two-fold. Firstly, the paper investigates the linkages and relationships between strategy and operations in pharmaceutical improvement efforts by examining the findings of uncertainty and new competitive intelligence. Secondly, the aim is to use this information to postulate an ecosystem model, as a way to achieve new products and services innovation impact. This research undertakes an exploratory approach consolidating structured and unstructured data, using Visual Decision Making (VDM) the authors have developed; to visualise new competitive intelligence and how operation and performance management prospects contributes towards strategic management. The visual modelling findings indicate a need for improved integration across operations to transform a healthcare organisation service and technology innovation level. The exploratory study finds that substantial evidence from the pharmaceutical healthcare case do not appear to be adopting intelligence impact as rapidly as expected, not least because of the lack of understanding and rationale impact of emerging industries. The paper suggests that business ecosystem excellence can offer a strong foundation to develop new strategies, activities and behaviour change in a healthcare organisation. The structured integration of the paper is split into three sections. Firstly, a problem case background is described. Secondly, building and labelling competitive attributes respectively is considered. Thirdly, a relative predictive forecast analysis by combining and mapping these data sources with VDM. Finally, further recommendation is subsequently addressed for future prospective works.