11 September 2001: Strategic Implications of the World Trade Centre Attack

On 11 September 2001, a passenger jet slammed into the World Trade Centre in downtown Manhattan, New York. Then another. A third jet crashed into the Pentagon outside Washington D.C. A fourth jet crashed near Pittsburgh. The world came to a standstill. Then a global ripple effect started. What are the ramifications? How do these ripples affect international politics and alliances, global economic trends and corporate business operations across the world? The aim of this book is to stimulate thought about amendments to the global agenda which followed the attacks on the Twin Towers and the Pentagon. The nature of some of these changes are already clear, others are still in the process of unfolding. For those involved in the world of business, this book contains a section on competitive intelligence, strategic thinking, strategic planning and strategic implementation. This text provides decision makers in the business community with a frame of reference, within which measures could be taken to reposition their companies in the aftermath of the attacks. Competitive intelligence, competitive analysis and strategic thinking are, however, also applied to decisions in ordinary, everyday life. This book is therefore aimed at not only the business community, but at everyone who considers these factors as matters of vital importance.