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Dr. Kenneth Sawka is a strategy, leadership, and management consulting executive with over 25 years of global experience in C-suite and board-level, Big-Four and boutique firm strategy, intelligence, geopolitical advisory, and risk consulting. Public sector and academic positions in organizational leadership, international business, intelligence and national security, and decision support. Accomplishments and involvements: 

• Northeastern University, Part-time Lecturer, 2014 - present 
• Teach graduate-level classes in the Strategic Intelligence Analysis and Homeland Security programs. 
• Strategic and Competitive Intelligence Professionals  
• Executive Board of Directors, 1999 – 2002. 
• Fellows Award, 2003; Meritorious Award – the Society’s highest honor – 2010. 
• Editor, Starting a Competitive Intelligence Function, published 2008. 
• Parents of Students of Phillips Academy Andover, Executive Board of Directors and Treasurer, 2014 – 2017 
• Northshore Youth Symphony Orchestras, Executive Board of Directors, 2010 – 2013 
• Boston Youth Symphony Orchestras, Executive Board of Directors, 2002 – 2004 
• Association of Former Intelligence Officers, 1996 – present  

Education

• B.S., Political Science, The American University 
• M.A., International Affairs, The American University 
• EdD, Organization and Leadership Studies, Northeastern University 

Research Interests

• Business succession practices
• Organizational leadership in SMEs
• Competitive intelligence and decision-support

Research and Awards

Peer-Reviewed Publications

• Sawka, K. (2020), The Use and Misuse of Statistics, in Annals of Theoretical Psychology, “The Theory of Statistics in Psychology: Applications, Use, and Misunderstandings.”, (Vol. 16), C.W. Gruber (Ed.)  September 2020 (Print); July 2020 (Electronic) 
• Marceau, S., & Sawka, K. (1999). Developing a world‐class CI program in telecoms. Competitive Intelligence Review: Published in Cooperation with the Society of Competitive Intelligence Professionals, 10(4), 30-40. 
• Sawka, K. A. (1998). Defense industry must develop intelligence capabilities to compete in bidding wars. National Defense, 83(541), 6. 
• Sawka, K. A. (1998). Early warning: The decision‐maker's perspective. Competitive Intelligence Review: Published in Cooperation with the Society of Competitive Intelligence Professionals, 9(2), 63-65. 
• Sawka, K. A. (1997). Alternative outcomes analysis. Competitive Intelligence Review, 8(2), 85-87. 
• Sawka, K. A. (1997). Warning analysis: A risky business. Competitive Intelligence Review, 8(4), 83-84. 
• Francis, D. B., Sawka, K. A., & Herring, J. P. (1995). Competitors: Who to watch, what to watch, who to ignore, and how to tell the difference. Competitive Intelligence Review, 6(3), 41-46. 

Other Publications

• Sawka, K. (2011). Market indicators cue strategic plan changes. Managed Healthcare Executive, 21(2), 13. 
• Sawka, K., & Hohhof, B. (Eds.). (2008). Starting a Competitive Intelligence Function. Competitive Intelligence Foundation. 
• Sawka, K. (2007). Strategic Planning in Volatile Industry Conditions. U.S. Banker, 117(2), 40. 
• Sawka, K. (2005). The intelligence edge. American Executive, 3(7), 20. 
• Fuld, L., & Sawka, K. (2001). A case of smoke and mirrors: Think the software industry has finally figured out how to fulfill all your business intelligence needs? Think again. CIO Canada, 9(3), 60-62. 
• Fuld, L. M., & Sawka, K. (2000). Money can't buy you smarts. CIO, 14(1), 92. 
• Sawka, K. (1998). Competitive foresight. Telephony, 235(12), 86-90. 
• Sawka, K. (1996). Demystifying business intelligence. Management Review, 85(10), 47.  

Dissertation

• Balancing Strategic Organizational Change and the Sustainability of Iconic Leader Vision, March 2021

Teaching Interests 

• International business
• Competitive intelligence
• Competitive strategy
• Leadership in SMEs