Inteligencia Competitiva y Vigilancia Tecnológica para la Estrategia Empresarial

Macrotrends in the Food Industry: How to Adapt Them to Your Strategy and Innovation

mborras@antara.ws (Miguel Borràs) — Tue, 31 Mar 2026 15:10:27 GMT

“Food, and the way we eat, has changed more in the last 20 years than in the previous 20 centuries.” The phrase may sound rather sweeping, but it captures the moment the food industry is living through today remarkably well: a sector undergoing simultaneous shifts in technology, regulation, resources, health expectations and consumer behaviour.

How to organise technology scouting in corporate Open Innovation

mborras@antara.ws (Miguel Borràs) — Mon, 09 Mar 2026 11:49:22 GMT

In many corporations, technology scouting exists, but it is not always organised as a true corporate capability. Sometimes it appears in response to a specific challenge, a call for proposals, a meeting with the business, or a sudden interest in an emerging technology. Startups are then searched for, hubs are reviewed, some solutions are analysed, and promising conversations begin. The problem is that, once that urgency has passed, much of the knowledge identified becomes dispersed, the criteria change, and the process starts again almost from scratch.

5 axes for designing Tactical Competitive Intelligence

mborras@antara.ws (Miguel Borràs) — Thu, 19 Feb 2026 19:47:28 GMT

We said in another post that if we cannot answer the question “What does my company need to monitor?”, the best approach is to break the problem into parts. We divided the overall problem into Decision Time Horizons. We noted that Tactical Intelligence deals with what is happening right now, and leads to reactive types of decisions (the first Decision Horizon).

But let’s suppose that we still do not “know what we want to know” within the Tactical Horizon. Or that we simply want to review our current Intelligence strategy. Again, it is worth breaking the problem into smaller problems. To do so, we will rely on Porter’s 5 Forces. Let’s monitor competitors, customers, suppliers, substitute products… in an organised way. A note for those who already know the 5 Forces: I have made a small change, adding Regulation or the influence of Public Administration, since we are in the EU.

The 5 keys to scenarios in business foresight

mborras@antara.ws (Miguel Borràs) — Thu, 19 Feb 2026 19:05:33 GMT

Business foresight aims to reduce long-term uncertainty, so that we can make better strategic decisions today.

Decisions such as buying a company in the Brazilian market, building a factory in Poland, or divesting from one of our business areas will affect the course of our business 15 or 20 years ahead. What will our business be like then? And what will be our company’s fit in that market?

I have received some questions about the Scenario Planning method, and what seems to cause the most apprehension is developing the scenarios, because they are the furthest thing from the typical, boring internal memorandum used in companies. Some people even feel a bit embarrassed because of “what people will say”.

Precisely one of the keys to the success of business foresight according to the Scenario Planning method is the design of strategic scenarios.

Competitive Intelligence connects Strategy, Innovation and Operations

mborras@antara.ws (Miguel Borràs) — Tue, 17 Feb 2026 11:55:29 GMT

Since I was a child, I have always wondered why the Dumas novel was called "The Three Musketeers”, when there were actually four musketeers, and the fourth one was actually the protagonist in the story.

In the same way, I wonder why the star trio “Strategy, Innovation and Operations” doesn’t include the Competitive Intelligence Function, which actually significantly reinforces the other three and usually makes them orbit around it.

Strategy and Innovation should remain closely linked to one another as we already saw in the post Cloud Atlas: The divorce of Strategy and Innovation. On the other hand, Innovation, apart from offering new methods and new products to Operations, may serve an Innovation process operated by the User.

AI in Competitive Intelligence: The Year We Innovated Dangerously

mborras@antara.ws (Miguel Borràs) — Wed, 28 Jan 2026 13:12:11 GMT

We’ve been wading through puddles with generative AI innovation for many months — years, really. In my view we’re suffering from the law of the instrument: you’ve been handed a hammer, and suddenly everything looks like a nail. Except some of those “nails” are, in fact, screws.

More than 2,000 Antara educational licences in universities

mborras@antara.ws (Miguel Borràs) — Wed, 10 Dec 2025 19:16:34 GMT

This year we have reached a milestone we are particularly pleased about: more than 2,000 Antara educational licences have been used by students and lecturers at universities and training centres in Europe, the Americas and Asia. It is not just a nice figure: it is a growing community of future professionals who are already training with the same tools used by leading companies to monitor their competitive and technological environment.

How to calculate the ROI of competitive intelligence in your company

mborras@antara.ws (Miguel Borràs) — Fri, 29 Aug 2025 10:53:00 GMT

Return on Investment (ROI) is a familiar concept for any area of the business. However, when it comes to the Intelligence Function —responsible for monitoring competitors, customers, regulations, technologies, and trends— measuring its impact is not always straightforward. The benefits are often indirect, much like team training: it is not easy to isolate which specific part of the budget generated a given result.

Define what to monitor in your market with an Intelligence Directive

mborras@antara.ws (Miguel Borràs) — Tue, 01 Apr 2025 18:05:56 GMT

In any business, one of the toughest questions to answer is, "What do you need to know to do your job well?"

Early warning system: key to your supply chain

mborras@antara.ws (Miguel Borràs) — Wed, 05 Mar 2025 11:28:04 GMT

The supply chain has always been a source of challenges for any company. From raw material shortages to global logistical problems, any disruption can lead to delays, additional costs and loss of competitiveness.