“sanoat va xizmat ko'rsatish sohalarining raqamli transforma t siyasi: tendensiyalar, boshqaruv, strategiyalar” Xalqaro ilmiy-amaliy anjuman

“DIGITAL TRANSFORMATION OF INDUSTRY AND SERVICES: TRENDS, MANAGEMENT, 
STRATEGIES”
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harmful. It is better to "hide" it in the company's structures, for example, in the marketing or 
strategic planning department. 
But at the same time, it should be taken into account that, firstly, the lack of a clear 
structure makes competitive intelligence efforts less effective and secondary, and secondly, if the 
department begins to pursue its own interests, competitive intelligence is generally inefficiently 
carried out by it. 
At the end of the 80s, in the Motorola company, which is still considered a model 
organization of the competitive intelligence service, the competitive intelligence unit in 
Washington consisted of several officers with areas of responsibility distributed by territory and 
type of activity: 
1) Europe; 
2) Asia; 
3) the development of those branches of technology that were of interest to the company as 
a competitive market, a sales market or a market for investment; 
4) trade policy of key countries, including the US itself; 
5) interviewing own employees who returned from business or private trips, both foreign 
and domestic, and analyzing the brochures, articles, reports, notes they brought with them. 
All data was analyzed and compared. As a result, a minimum of information was lost, and 
new trends were identified before anyone else paid attention to them. 
The organizational structure of the competitive intelligence service in an organization is 
not stable simply because the company's priorities change, and accordingly, the structure of the 
service also changes. 
Decisions made by top managers are so important that if the decision is not optimal, it can 
cost the company a lot. Wrong decisions in general can lead to bankruptcy. At the same time, in 
order to make the right decision, it is necessary to process such a large amount of information 
that it far exceeds the physical capabilities of top managers. Moreover, the heads of enterprises 
almost always work in conditions of permanent overload. 
In addition, top managers are not professionals in the field of information technology and 
do not have many data processing techniques. Therefore, senior managers are usually forced to 
use the data and estimates provided to them by lower-level managers, primarily the heads of 
functional departments. 
If there is no competitive intelligence service in the company, then the same situation 
usually arises: top managers become dependent on information from their subordinates, who 
supply them with subjectively colored, contradictory data, assessments, and suggestions. The 
proposals may, unfortunately, have competitor-inspired overtones, or such overtones are 
intended to hide the manager's mistakes, which are not yet visible, but will soon lead to dire 
consequences. Without objective criteria for assessing the reliability of the information they 
receive, top managers often make one-sided decisions in favor of who is better able to "submit" 
their data. 
Currently, in various industries and areas of production and economic activity, there have 
been dramatic changes in the direction of competition. The signs of the enterprise management 
system that can find themselves in a new modern competitive environment, developing in 
accordance with new market conditions, are determined. The characteristic behavior of 
competitors will change radically. 
In the evolution of modern management, several stages are conditionally distinguished, the 
basis of which is a certain range of problems. In the 50s, problems of production prevailed, in the 
60s - sales problems, in the 70s - market issues arose sharply, in the 80s - the problems of 
competitive advantages were studied, in the 90s - environmental conditions (increase in the 
influence of political development, environmental factors, technology, social issues). 
In the 1990s, enterprises of individual industries found themselves in a new competitive 
situation, when the multifaceted interests of competing parties, aggressiveness, and dynamism 

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