Credible Warning or False Alarm? What the US Knew on September 10th, 2001 Description
Well before the fateful morning of September 11, 2001, the threat posed to Americans and the United States by Osama bin Laden and his al Qaeda ("The Base") network of terrorists was well documented and closely monitored. Two US agencies-the Central Intelligence Agency (CIA) and the Federal Bureau of Investigation (FBI)-each maintained units devoted to bin Laden. In 1998 and 2000, al Qaeda attacks on US targets had precipitated intensive investigations which yielded a wealth of knowledge about the terrorist operation. Those attacks also promoted increased cooperation between the FBI and CIA, which regularly exchanged personnel and information. Moreover, throughout the summer of 2001, there had been a steady drumbeat of warnings about terrorist attacks, which the US government treated with utmost seriousness. American travelers abroad, US embassies, businesses and military installations were all in a heightened state of alert. The Federal Aviation Authority issued general warnings to airlines. An FBI office reported on suspicious Middle Eastern men taking flying lessons in Phoenix; an aviation student in Minnesota was arrested. The CIA notified the FBI that two suspected al Qaeda members were in the US. This case brings together accounts of what U.S. law enforcement and intelligence agencies knew about al Qaeda before September 11, 2001 and raises the question of why that knowledge-tips, satellite pictures, intercepted communications, defector reports, courtroom testimony-did not thwart the terrorist attacks on the World Trade Center in New York and the Pentagon in Washington. It frames, in particular, the challenges of synthesizing intelligence-the difficulties involved in assembling seemingly random incidents into a coherent picture and distinguishing between credible warnings and probable false alarms. It can be used as a vehicle for discussion about intelligence-gathering per se, as well as government inter-agency and inter-departmental coordination. HKS Case Number 1662.0
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Case Analysis of Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Credible Warning or False Alarm? What the US Knew on September 10th, 2001 is a Harvard Business (HBR) Case Study on Strategy & Execution , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Credible Warning or False Alarm? What the US Knew on September 10th, 2001 is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Credible Warning or False Alarm? What the US Knew on September 10th, 2001 case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Credible Warning or False Alarm? What the US Knew on September 10th, 2001 will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.
Case Study Solutions Background Work
Credible Warning or False Alarm? What the US Knew on September 10th, 2001
case study solution
is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Strategy & Execution, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Credible Warning or False Alarm? What the US Knew on September 10th, 2001, is to not only build a competitive position of the organization but also to sustain it over a period of time.
Strategic Management Tools Used in Case Study Solution
The Credible Warning or False Alarm? What the US Knew on September 10th, 2001 case study solution requires the MBA, EMBA, executive, professional to have a deep understanding of various strategic management tools such as SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.
Texas Business School Approach to Strategy & Execution Solutions
In the Texas Business School, Credible Warning or False Alarm? What the US Knew on September 10th, 2001 case study solution – following strategic tools are used - SWOT Analysis, PESTEL Analysis / PEST Analysis / STEP Analysis, Porter Five Forces Analysis, Go To Market Strategy, BCG Matrix Analysis, Porter Value Chain Analysis, Ansoff Matrix Analysis, VRIO / VRIN and Marketing Mix Analysis.
We have additionally used the concept of supply chain management and leadership framework to build a comprehensive case study solution for the case – Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Step 1 – Problem Identification of Credible Warning or False Alarm? What the US Knew on September 10th, 2001 - Harvard Business School Case Study
The first step to solve HBR Credible Warning or False Alarm? What the US Knew on September 10th, 2001 case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Qaeda Fbi is facing right now. Even though the problem statement is essentially – “Strategy & Execution” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Qaeda Fbi, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.
Step 2 – External Environment Analysis
Texas Business School approach of case study analysis – Conclusion, Reasons, Evidences - provides a framework to analyze every HBR case study. It requires conducting robust external environmental analysis to decipher evidences for the reasons presented in the Credible Warning or False Alarm? What the US Knew on September 10th, 2001.
The external environment analysis of Credible Warning or False Alarm? What the US Knew on September 10th, 2001 will ensure that we are keeping a tab on the macro-environment factors that are directly and indirectly impacting the business of the firm.
What is PESTEL Analysis? Briefly Explained
PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Credible Warning or False Alarm? What the US Knew on September 10th, 2001 case study. PESTEL analysis of " Credible Warning or False Alarm? What the US Knew on September 10th, 2001" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.
How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?
As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Credible Warning or False Alarm? What the US Knew on September 10th, 2001 macro-environment and how it impacts the businesses of the firm.
How to do PESTEL Analysis for Credible Warning or False Alarm? What the US Knew on September 10th, 2001
To do comprehensive PESTEL analysis of case study – Credible Warning or False Alarm? What the US Knew on September 10th, 2001 , we have researched numerous components under the six factors of PESTEL analysis.
Political Factors that Impact Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.
Policy Making Impact on Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Government policies have significant impact on the business environment of any country. The firm in “ Credible Warning or False Alarm? What the US Knew on September 10th, 2001 ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.
Data safety laws – The countries in which Qaeda Fbi is operating, firms are required to store customer data within the premises of the country. Qaeda Fbi needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.
Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Credible Warning or False Alarm? What the US Knew on September 10th, 2001 has numerous instances where the competition regulations aspects can be scrutinized.
Import restrictions on products – Before entering the new market, Qaeda Fbi in case study Credible Warning or False Alarm? What the US Knew on September 10th, 2001" should look into the import restrictions that may be present in the prospective market.
Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Qaeda Fbi in case study “ Credible Warning or False Alarm? What the US Knew on September 10th, 2001 ” should look into these export restrictions policies.
Foreign Direct Investment Policies – Government policies favors local companies over international policies, Qaeda Fbi in case study “ Credible Warning or False Alarm? What the US Knew on September 10th, 2001 ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.
Taxation & Regulation Impact on Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.
Tariffs – Chekout how much tariffs the firm needs to pay in the “ Credible Warning or False Alarm? What the US Knew on September 10th, 2001 ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Qaeda Fbi can compete against other competitors.
Government Scheme & Subsidies Impact on Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Credible Warning or False Alarm? What the US Knew on September 10th, 2001 case study have to assess whether their business can benefit from such government assistance and subsidies.
Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.
Political System & Stability, and its Impact on Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.
Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.
Corruption level – Qaeda Fbi needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.
Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.
Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.
Economic Factors that Impact Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Social Factors that Impact Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Technological Factors that Impact Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Environmental Factors that Impact Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Legal Factors that Impact Credible Warning or False Alarm? What the US Knew on September 10th, 2001
Step 3 – Industry Specific Analysis
What is Porter Five Forces Analysis
PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Credible Warning or False Alarm? What the US Knew on September 10th, 2001 case study. PESTEL analysis of " Credible Warning or False Alarm? What the US Knew on September 10th, 2001" can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.
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