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By Douglas Burnhardt
What do you actually find out about your rivals, and power opponents? What are the true threats your small business faces within the subsequent years? What do your opponents learn about you, how did they learn about it and the way are you able to cease them checking out extra? in lots of methods the demanding situations and hazards confronted by way of glossy managers will not be that varied from these which governments care for. yet, while political decision-makers have lengthy relied upon their intelligence enterprises to lead, or no less than make clear, their pondering with proof and research, such a lot executives have very little adventure with the method or items of intelligence.
Managers for the main half function in an intelligence vacuum, depending upon their own networks of data assets and, extra dangerously, a big selection of unchallenged assumptions approximately their businesses, their industries, and their markets. infrequently do you meet a supervisor capable of solution the questions: What are your rivals attempting to observe approximately you? and the way are they doing it?
This file will equip managers with the mandatory frameworks to: o boost a transparent knowing of the function and cost of intelligence in all parts of the tactic strategy of their agencies o begin the production or upgrading of in-house intelligence and counterintelligence programmes o establish key intelligence subject matters o Use intelligence 'products' to lessen hazard and attain aggressive virtue o Distinguish among tactical and strategic intelligence, and in flip higher savor the serious modifications among operational effectiveness and strategic positioning
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This means executives cooperating with intelligence in semi-formal interview sessions. And this means feedback: intelligence cannot add, or continuously upgrade, its ‘value added’ to organizational decision-making if it does not know how its product is used and perceived by managers. Although well established CI departments do, over time, develop a competence in anticipating intelligence requirements, their focus can very soon become ‘academic’ if not subject to the rigour that stems from ‘being close to the customer’.
Despite the reams of information and analysis readily available to most decision-makers, they usually face substantive degrees of ‘residual uncertainty’. During the course of a consulting engagement with a European telecoms operator, we asked each member of the executive board who they turned to first for what they might define as ‘intelligence’. Not one executive suggested that the company’s intelligence team was the first ‘port of call’. In virtually every instance it was ‘friends’ at investment banks or elsewhere that they turned to.
The intelligence process is best understood in terms of the ‘intelligence cycle’, the five-phase model used in the US and other national security environments: 1. Planning and direction – where decision-makers’ intelligence needs are established. 2. Collection – the gathering of ‘all-source’ data and information from which finished intelligence is ultimately produced. 3. Processing and exploitation – the conversion of raw data – translation, for example – to forms suitable for the production of finished intelligence.