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The aim of this thesis is to investigate the intangible value of Business Intelligence. Business Intelligence (BI) projects are not exempt from the increasing pressure to justify IT investment using quantitative methods such as Return on Investment (ROI). Whether the full potential of BI investments can be explained solely in monetary terms is the core question of this research project. Other research projects have indicated that there is more than monetary advantage in BI. These non-monetary advantages play a major role, and organisations can gain significant competitive advantages by utilising BI effectively. The research approach used in this thesis consists of two research stages, and is of an exploratory and explanatory nature. The first part consists of qualitative content analysis of BI vendors' marketing material. The second part consists of three case studies in the UK public sector. The value of this project, i.e. its original contribution to knowledge, consists of rich insights into the topic and a conceptual framework which explains the foundations of effective Business Intelligence. Moreover, the thesis explores the gap between academia and practice regarding BI and business value of BI. It shows that BI is more than an IT solution and highlights the importance of the BI users. The work delivers rich insights into the intangible value ofBI. An intangible keyword list, which has been derived out of the BI vendors' marketing material, proved to be of significant value for the project itself and for the project's environment. The list can be seen as the invention of a new vocabulary for BI decision-makers, because it makes the terms "non-monetary advantages" and "intangible value" more comprehensible. Due to the high practical relevance of this piece of research, a conceptual framework for decision-makers is presented. This recommended framework shows in a simplified way how BI investments lead to monetary and non-monetary advantages and how these advantages are related to one another. The thesis also shows that BI investments eventually lead to tangible outcomes sooner or later. The framework helps to exploit existing and new BI solutions more optimally and reduces the uncertainties when deciding on BI investments.

Text in English / The goal of this research was to investigate the relationship between security risk management and business continuity management and to determine how these two methodologies are applied within United Nations Funds and Programmes. These United Nations (UN) agencies have been established to deliver humanitarian aid, economic and social development and reconstruction activities. The locations where these services are required are typically where security risks are also most prevalent. The staff of the UN, the International Red Cross and other humanitarian and development organisations have traditionally been treated as neutral parties and have not been targeted by belligerent groups. This study revealed that there has been an annual increase in security incidents against aid workers and employees of UN organisations. The changing security landscape worldwide and the increasing demand for aid and development services in especially fragile and post-conflict environments, require organisations working in these areas to maintain a high level of resilience. Their resilience can be strengthened by applying robust security risk and business continuity management methodologies. The study included an examination of the global risk environment as it pertains to UN agencies, as well as key risk management concepts such as risk management, operational risk management, security risk management, business continuity management and organisational resilience. For the purposes of this study, security risk management is defined as the systematic approach to assessing and acting on security risks, while ensuring the safety and security of the organisation's personnel and facilities and ensuring that organisational objectives are achieved. Business continuity is a management process that identifies potential threats to an organisation, it assesses the impact to business operations − should the threats materialise − and it furthermore assists in the development of strategies to continue operations in the event of a disruption. In addition to looking at these concepts individually, the relationship between security risk management and business continuity management was also reviewed. The specific objectives set out to achieve the goal of the study were the following:  Explore the perceptions of UN agencies about the link between security risk management and business continuity management.  Analyse the extent of integration between security risk management and business continuity management processes and oversight.  Make recommendations as to how security risk management and business continuity management can operate in an integrated manner with the goal of increasing the overall resilience of UN agencies. To answer the research questions a qualitative research approach was adopted. This enabled the researcher to collect data through interviewing participants and analysing their feedback. The research focused on UN Funds and Programmes as a sub-set of agencies within the UN family of organisations. Each one of these agencies has a specific mandate, such as providing assistance to refugees, promoting food security, poverty reduction, improving reproductive health and family planning services. They also operate in fragile states as well as in emergency and humanitarian crises situations where the security risks are often higher than in normal developing countries. Eight out of 12 UN Funds and Programmes agreed to participate in the study, including: United Nations Children's Fund; United Nations Relief and Works Agency for Palestine Refugees in the Near East; Office of the United Nations High Commissioner for Refugees; World Food Programme; United Nations Development Programme; United Nations Office on Drugs and Crime; United Nations Human Settlements Programme; and UN Women. Data were collected through conducting semi-structured telephone interviews with the security manager and/or business continuity manager serving in the headquarters of each participating organisation. Findings from the study indicated that security risk management within the UN system has evolved and that security has matured from a purely protective and defensive posture to following a risk management approach. The strength of the UN Security Management System lies in its Security Risk Management Model, which enables a thorough assessment of security risks and the implementation of commensurate mitigating security measures. In contrast to security risk management, the study revealed that business continuity as a management process is a fairly new initiative and has not yet been comprehensively adopted by all UN agencies. When combined, security risk management and business continuity management ensure the safety of staff, maximise the defence of the agencies’ reputation, minimise the impact of events on the agencies as well as their beneficiaries, protect the organisation’s assets, and very importantly, demonstrate effective governance. This can only be done through establishing an organisational risk management model by positioning security risk management and business continuity management within the UN agency’s organisational structure so that they can effectively work together and at the same time allow access to senior management. Good practices and apparent gaps were identified in how these two methodologies are implemented and five specific recommendations were made. The research confirmed the need for both security risk management and business continuity management and the role each function plays to enhance an organisation’s resilience. It also highlighted that while they are two separate management functions, both need to be implemented within a larger risk management framework and need to be closely aligned in order to be effective. The five recommendations are:  Incorporate security risk management and business continuity management functions and responsibilities into the larger agency-wide risk management governance framework.  Expand the scope of business continuity in those UN agencies where it currently sits in the domain of information technology or has not yet been comprehensively implemented across the organisation.  Establish a comprehensive crisis management framework spanning across the whole organisation from their headquarters to country offices.  Develop the capacity to gather risk data across their agency and aggregate the data to view the full spectrum of risks, including security risks and business continuity risks in a holistic manner.  Integrate security risk management and business continuity management processes to enhance their effectiveness. This study contributes to the existing body of knowledge in the field of risk management by gathering relevant information from participating UN Funds and Programmes, comparing the information with other academic sources and drawing conclusions to answer the research questions. While it is expected that each organisation will have its own view on how to implement security risk management and business continuity management, the findings and recommendations as a result of the study present a series of practical recommendations on how the two functions can operate in an integrated manner in order to increase the overall resilience of these UN agencies. Other non-UN organisations working in similar high risk environments could also benefit from the outcomes of the study, as it would allow them to compare their own approaches to security risk management and business continuity management with the information presented in this study. / Security Risk Management / M. Tech. (Security Management)

Text in English / The goal of this research was to investigate the relationship between security risk management and business continuity management and to determine how these two methodologies are applied within United Nations Funds and Programmes. These United Nations (UN) agencies have been established to deliver humanitarian aid, economic and social development and reconstruction activities. The locations where these services are required are typically where security risks are also most prevalent. The staff of the UN, the International Red Cross and other humanitarian and development organisations have traditionally been treated as neutral parties and have not been targeted by belligerent groups. This study revealed that there has been an annual increase in security incidents against aid workers and employees of UN organisations. The changing security landscape worldwide and the increasing demand for aid and development services in especially fragile and post-conflict environments, require organisations working in these areas to maintain a high level of resilience. Their resilience can be strengthened by applying robust security risk and business continuity management methodologies. The study included an examination of the global risk environment as it pertains to UN agencies, as well as key risk management concepts such as risk management, operational risk management, security risk management, business continuity management and organisational resilience. For the purposes of this study, security risk management is defined as the systematic approach to assessing and acting on security risks, while ensuring the safety and security of the organisation's personnel and facilities and ensuring that organisational objectives are achieved. Business continuity is a management process that identifies potential threats to an organisation, it assesses the impact to business operations − should the threats materialise − and it furthermore assists in the development of strategies to continue operations in the event of a disruption. In addition to looking at these concepts individually, the relationship between security risk management and business continuity management was also reviewed. The specific objectives set out to achieve the goal of the study were the following:  Explore the perceptions of UN agencies about the link between security risk management and business continuity management.  Analyse the extent of integration between security risk management and business continuity management processes and oversight.  Make recommendations as to how security risk management and business continuity management can operate in an integrated manner with the goal of increasing the overall resilience of UN agencies. To answer the research questions a qualitative research approach was adopted. This enabled the researcher to collect data through interviewing participants and analysing their feedback. The research focused on UN Funds and Programmes as a sub-set of agencies within the UN family of organisations. Each one of these agencies has a specific mandate, such as providing assistance to refugees, promoting food security, poverty reduction, improving reproductive health and family planning services. They also operate in fragile states as well as in emergency and humanitarian crises situations where the security risks are often higher than in normal developing countries. Eight out of 12 UN Funds and Programmes agreed to participate in the study, including: United Nations Children's Fund; United Nations Relief and Works Agency for Palestine Refugees in the Near East; Office of the United Nations High Commissioner for Refugees; World Food Programme; United Nations Development Programme; United Nations Office on Drugs and Crime; United Nations Human Settlements Programme; and UN Women. Data were collected through conducting semi-structured telephone interviews with the security manager and/or business continuity manager serving in the headquarters of each participating organisation. Findings from the study indicated that security risk management within the UN system has evolved and that security has matured from a purely protective and defensive posture to following a risk management approach. The strength of the UN Security Management System lies in its Security Risk Management Model, which enables a thorough assessment of security risks and the implementation of commensurate mitigating security measures. In contrast to security risk management, the study revealed that business continuity as a management process is a fairly new initiative and has not yet been comprehensively adopted by all UN agencies. When combined, security risk management and business continuity management ensure the safety of staff, maximise the defence of the agencies’ reputation, minimise the impact of events on the agencies as well as their beneficiaries, protect the organisation’s assets, and very importantly, demonstrate effective governance. This can only be done through establishing an organisational risk management model by positioning security risk management and business continuity management within the UN agency’s organisational structure so that they can effectively work together and at the same time allow access to senior management. Good practices and apparent gaps were identified in how these two methodologies are implemented and five specific recommendations were made. The research confirmed the need for both security risk management and business continuity management and the role each function plays to enhance an organisation’s resilience. It also highlighted that while they are two separate management functions, both need to be implemented within a larger risk management framework and need to be closely aligned in order to be effective. The five recommendations are:  Incorporate security risk management and business continuity management functions and responsibilities into the larger agency-wide risk management governance framework.  Expand the scope of business continuity in those UN agencies where it currently sits in the domain of information technology or has not yet been comprehensively implemented across the organisation.  Establish a comprehensive crisis management framework spanning across the whole organisation from their headquarters to country offices.  Develop the capacity to gather risk data across their agency and aggregate the data to view the full spectrum of risks, including security risks and business continuity risks in a holistic manner.  Integrate security risk management and business continuity management processes to enhance their effectiveness. This study contributes to the existing body of knowledge in the field of risk management by gathering relevant information from participating UN Funds and Programmes, comparing the information with other academic sources and drawing conclusions to answer the research questions. While it is expected that each organisation will have its own view on how to implement security risk management and business continuity management, the findings and recommendations as a result of the study present a series of practical recommendations on how the two functions can operate in an integrated manner in order to increase the overall resilience of these UN agencies. Other non-UN organisations working in similar high risk environments could also benefit from the outcomes of the study, as it would allow them to compare their own approaches to security risk management and business continuity management with the information presented in this study. / Security Risk Management / M. Tech. (Security Management)

Ce travail s'inscrit dans la recherche des limites du champ d'application de I'intelligence économique. Par une construction théorique puis pratique, I'auteur cherche à démontrer l'existence de l'intelligence économique interne. Pour construire la thèse défendue et la question de recherche, I'auteur utilise la méthode MERISE, basée sur la systémique, qui permet de modéliser les trois niveaux (physique, logique, conceptuel) et les liens existants. En partant des faits, il obtient par approches successives les éléments académiques (confiance, éthique, stratégie, intelligence économique, liens au sein des organisations) permettant de schématiser les niveaux conceptuel et logique. Après étude de ces éléments, il dresse un nouveau schéma et indique la thèse défendue et la question de recherche. Pour répondre à la question de recherche, l'auteur convoque les Lois de Greene et cherche à relever ces Lois à travers les signatures de leurs emplois. Cette étude de terrain est réalisée sur un échantillon de convenance de dix personnes. Cette recherche valide l'existence de l'intelligence économique interne. Elle fait aussi apparaître la situation d'intelligence économique observée. Enfin, le chemin emprunté pour la réaliser met aussi en avant une réflexion sur le positionnement éthique pour l'intelligence économique. / This work is part of the search for limits of the scope of economic intelligence. By a theoretical and then practical construction, the author seeks to demonstrate the existence of internal economic intelligence.To construct the defended thesis and the research question, the author uses the method MERISE, based on the system, which allows to model the three levels of the physical, logical, conceptual) and the existing links. On the basis of the facts, it obtains by successive approaches the academic elements (trust, ethics, strategy, economic intelligence, links within the organizations) making it possible to schematize the conceptual and logical levels. After studying these elements, he draws up a new scheme and indicates the thesis defended and the research question.To answer the research question, the author convenes Greene's Laws and seeks to raise these Laws through the signatures of their jobs. This field study is carried out on a sample of convenience of ten people. This research validates the existence of internal economic intelligence. It also reveals the observed economic intelligence situation. Finally, the path taken to realize it also puts forward a reflection on the ethical positioning for economic intelligence.

L’objectif de ce travail est d’appliquer le concept d’observatoire à un système éducatif comme outil d’aide à la décision basé sur la visualisation de l’information. Pour cela, nous avons développé l’Observatoire Dynamique appliqué au Système Éducatif (ODSE) que nous avons appliqué au système éducatif camerounais.Notre démarche descriptive part du fait que pour décider, il faut comprendre et pour comprendre, il faut observer et analyser. D’une manière ou d’une autre, l’intelligence repose sur le processus d’observation. La prise de décision intervient alors après la compréhension de son environnement. Aussi, l’observation se transforme-t-elle en connaissances avec le sens donné aux choses et la détermination de ce qu’il faut faire. Or l’analyse et la compréhension de l’environnement diffèrent d’un individu à autre ; la prise de décision est alors influencée par des facteurs externes telles les pressions politiques, culturelles et/ou sociales. Sachant que c’est l’information dont on dispose orientant le processus et le choix de la résolution d’un problème décisionnel, nous avons pensé qu’il est important de disposer d’un outil qui éclaire le décideur dans le processus décisionnel pour une prise de position rapide et sans risque ou tout au moins en minimisant la part d’incertitude dans la prise de décision. Cet outil offrant la transparence dans le traitement, la clarté dans le processus de collecte et la communication de l’information et la précision dans la prise de décision qui est basée sur des informations fiables. Tel un observatoire, il sert d’instrument de veille et de pilotage à travers lequel, le décideur observe, analyse et oriente sa décision en fonction du comportement d’un ou de plusieurs indicateurs. Le résultat restitué sous une forme visuelle permet de générer des indicateurs à partir de la masse de données dont dispose le décideur.Notre travail a été guidé par le concept d’intelligence économique qui offre une méthodologie de mise en œuvre d’un processus rationnel par l’utilisation de l’information et il se situe au niveau des approches du choix satisfaisant et du processus rationnel de décision exposés par Falque et Bougon. / The aim of this work is to apply the concept of observatory in educational system as a tool for decision support based on the visualization of information. For this, we have developed the Dynamic Observatory applied to the Education System (ODSE) that we have applied to the Cameroonian educational system. Our descriptive approach is based on fact that to decide, one must understand, and to understand, we must observe and analyze. In one way or another, intelligence is based on the observation process. The decision comes after understanding its environment. Also, the observation is turned into knowledge with the given meaning to things and determining what to do. But the analysis and understanding of the environment differ from one individual to another; the decision is then influenced by external factors such as political pressures, cultural and / or social. This being the information we have for steering the process and the choice of solving a decision problem, we thought it important to have a tool that assists the decision maker in the decision process for making quick and safe decisions or at least minimizing the degree of uncertainty in decision chosen. This tool provides transparency in processing and clarity in the process of information collection. Such an observatory, it serves as an instrument for monitoring and control through which the decision-maker observes, analyzes and orients its decision based on the behavior of one or more indicators. The result returned is in a visual form to generate indicators from the mass of data available to the decision maker. Our work has been guided by the concept of competitive intelligence that provides a methodology for implementing a rational process through the use of information and it is based on the approaches of “satisfactory” choice and rational decision process from the work of Falque and Bougon.

Le contexte économique actuel se caractérise par un environnement plus turbulent qui pousse les entreprises à envisager un nouveau modèle de création de valeur plus durable. En effet, elles sont rentrées dans une ère post-industrielle qui met en avant et exploite la richesse de leur capital immatériel. Elles doivent créer les conditions de leur développement et de leur succès en activant les richesses de l’invisible mais également en les protégeant des actions hostiles de leurs concurrents car les actifs immatériels sont déterminants en termes de compétitivité. Dans ce contexte, la performance des entreprises est conditionnée par la mise en œuvre de stratégies pouvant anticiper les évolutions de leur environnement ainsi que les risques sur leur capital immatériel.Les PME sont plus sensibles aux modifications de leur environnement que les grandes entreprises. Leur organisation et leurs moyens financiers rend leur capital immatériel plus vulnérable. Notre sujet requiert une pollinisation croisée entre différentes disciplines afin de faire émerger les moyens les plus efficaces pour les PME afin de progresser en fonction de ses spécificités, de son expérience et de l’environnement dans lequel elle évolue.Sans modifier l’organisation de l’entreprise, l’objectif est de mettre en œuvre une démarche rigoureuse permettant à l’entreprise de développer une protection efficace de son capital immatériel pour prendre ses décisions. Cette démarche est synthétisée dans le logiciel ICARS (Intangible Capital Assessment Risk Software) / The current economic environment is characterized by a more turbulent environment that pushes companies to consider a new model for more sustainable value creation. In fact, they have returned to a post-industrial highlights and exploits the richness of their intellectual capital. They must create the conditions for their development and their success in activating the riches of the invisible but also protecting them from hostile actions of their competitors because intangible assets are crucial in terms of competitiveness. In this context, business performance is dependent on the implementation of strategies to anticipate changes in their environment and the risks to their intellectual capital.SMEs are more sensitive to changes in their environment than larger companies. Their organization and financial resources makes them more vulnerable intangible capital. Our subject requires cross-pollination between different disciplines in order to bring out the most effective ways for SMEs to grow according to its characteristics, experience and environment in which it operates.Without changing the organization of the company, the goal is to implement a rigorous approach allowing the company to develop an effective protection of its intellectual capital to make decisions. This approach is synthesized in the software ICARS (Intangible Capital Risk Assessment Software)