March 2002

No. 003

"The Real World of Intelligence for the CEO"

In the real world, intelligence has broadened to become business-organized information. The commercial interests of state are now seen in priority as no other time in history. More precisely, intelligence has come to mean not only political information for policy formulation, but also business information for CEO policy and strategy that has been selected and collected, analyzed, evaluated, and selectively distributed to meet the unique policymaking needs of one particular organization for a designated purpose. This marks the difference between what intelligence used to be and what it has become.

In short, one only need look to the lift of intelligence as a management tool. Once the policymakers of an organization orders the mission objective, the first responsibility of the market intelligence team is to make sure that the CEO knows definitely where the organization is at any given time, no matter how bad the visibility. Second, the market intelligence team is responsible for identifying whatever threats and opportunities lie ahead – and for sounding an alert – long before theses threats and opportunities become apparent in ample time for the CEO to take whatever evasive or aggressive action they judge to be appropriate.

With access to organized information, to modern intelligence the senior executives of any kind of organization can see what is going on outside the organization right now, and more important, they can see what is likely to go on out there in the minutes, hours, days, weeks, months, and years ahead. Foreknowledge of this sort does not guarantee success, but it increases your chances of success – and you cannot ask for more than that.

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