Socio-economic environment is becoming fundamentally comprised of information; managers, specialists and business leaders are being overwhelmed by facts and data. Often they are confronted with conflicting information and, instead of acting, they become paralysed. When external data storage capacity and data transmission speed have both increased dramatically over the past decades, the data storage capacity and data transmission speed of human mind have stayed the same. In this situation people are making bad decisions and judgments simply because of inability to cope with data overload. The most advanced organisations understand that the key to success in today's environment lies in spotting a pattern with fewest possible facts before it's too late to respond and before the pattern is so obvious that the competitors catch up. In essence, traditional companies or social institutions can find themselves to be blindsided by more agile organizations led by intelligence-savvy managers. The ability to process this information is the key management skill. Classical tools for information and knowledge management are of little help. An intelligence approach is a broader issue than management or economics. It sees the world as a shifting variety of social systems, each system - as a communication network with its own "personality" culture, interacting in a variety of ways, each exercising its intelligence function as one tool to achieve its goals (Dedijer, 1993), developing in this process its intelligence function. How to develop an intelligent institution - business company, public organization, university - is becoming one of the priorities for researches in many fields of social sciences. Different aspects of the intelligence phenomenon are discussed in scientific literature. Probably the biggest attention so far has been paid to military and business, especially competitive intelligence (Bernhardt, 1994; Ettore, 1995; Fuld, 1985, 1995; Sutton, 1998, Underwood, 2002, etc.). Dedijer (1993), Jequeir, Dedijer (1987), De Luca (1988), Toffler (1991), Raymond, Julien and Ramangalahy (2001) and others are stressing on technological and social aspects of intelligence. Beal (2000), Choo (1998), Friedman (1997) focus on the organizational learning as a fundamental issue in acquiring and understanding the knowledge about their environment. But in general, studies in the field of intelligence, especially the social or state one, are at the embryonic stage. Even the notion of intelligence is differently interpreted by the researches.The role of education in development of technological intelligence is a big issue. It is clear that science and technology acquire an exceptional priority in the development of even less favored countries. They have to shift from competition based on low-wage to technologically and knowledge intensive activities. However, the resources - technology, human capital, training to achieve that has to be adequate. On another hand challenge comes from the technology gap between the core and peripheral, less developed countries or regions and the established structures of R&D and innovation system. According to Zitt (1999) low RTD intensity, over-representation of public sector, emphasis on basic research, low level of technology transfer and poor linkages to international R&D in innovation networks are characteristic features of less favored countries. Communication of the European Commission (1998) points out that the R&D and technology gaps between the European Regions is far larger that the economic gap. Given these conditions, development of strategies for such countries demand some fundamental answers. Should such countries adopt similar technological objectives to the lead countries? Should such advanced technologies like nanotechnology, microelectronics, molecular electronics or cellular biotechnology be taken as a priority for technological development? Or is it better to focus on technologies appropriate for the traditional industries? How to maintain the balance between those two alternatives? What the priorities for the educational system in a latecomer country should be applied? What kind of organizational competences should companies develop in order to respond to the new challenges? What is a set of managerial competences of executives of an intelligent organization?All these issues will be developed in the article presented at the Conference.Key literature: 1. Beal, R.M., (2000). Competing Effectively: Environmental Scanning, Competitive Strategy, and Organizational Performance in Small Manufacturing Firms. Journal of Small Business Management, January, pp. 27-47. 2. Bernhardt, D.C. (1994). I want it fast, factual, actionable: tailoring competitive intelligence to executives needs. Long -range planning.Vol.21 (1), pp. 12- 24. 3. Choo, C.W. (1998). The Knowing Organization. Oxford Univ. Press. 4. De Luca, J.V. (1988). Shedding light on the rising sun. International journal of intelligence and counter intelligence. Vol.2 (1), pp. 1 - 20.5. Dedijer, S. (1993). Development and management by intelligence: Japan. In: B.Cronin. Information, development and social intelligence. Taylor Graham, pp.304-323. 6. Ettore, B. (1995). Managing competitive intelligence. Management review. Vol. 20(4). Pp.15-19. 7. European Commission (1998). Reinforcing cohesion and competitiveness through research, technological development and innovation. Communication from the Commission, COM 275. 8. Friedman, G., M. Friedman, C. Chapman, J. Baker (1997). The Intelligence Edge: How to profit in the information age. Crown, N.Y. 9. Fuld, L.M. (1985). Competitor intelligence: hoe to get it, how to use it. N.Y.: John Wiley&Sons. 10. Fuld, L.M. (1995). The new Competitor intelligence: hoe to get it, how to use it. N.Y.: John Wiley&Sons. 11. Jequeir, N., Dedijer S. (1987). Information, knowledge and intelligence; a general overview. In. S.Dedijer, Jequier N. Intelligence for economic development: an inquiry into the role of the knowledge industry. Oxford: Berg, pp.1-23. 12. Raymond, L., Julien, P.A. and Ramangalahy, C. (2001) Technological Scanning by Small Canadian Manufaturers. Journal of Small Business Management, Vol. 39, No. 2, pp. 123 - 138. 13. Sutton, H. (1998). Competitor intelligence. N.Y.: SCIP conference. 14. Toffler, A. (1991). Power shift: knowledge, wealth and violence at the age of the 21-st century. N.Y.: Bantam Books. 15. Underwood, J.D. (2002b) Competitive Intelligence. Capstone, Oxford. 16. Zitt, M., Barre, R., Sigogneau, A. and Laville, F. (1999). Territorial concentration and evolution of science and technology activities in the European Union: a descriptive analysis. Research Policy, No. 28, pp. 545-62.