Intelligence is one of those peculiar terms with different connotations depending on your particular experience or standpoint. Most definitely intelligence in certain circles has sinister undertones, perhaps accompanied by the view that it should be restricted to military and government work only. Whilst information, as an expression, is often used interchangeably with intelligence and can mean almost anything from fact through to fiction.
The distinction though is important if you are looking to exploit information and intelligence in order to create real understanding that will drive decision-making. Irrespective of your sector or business you need to know about where you are operating, the risks you face and the opportunities open to you. This would incorporate an appreciation of what has already happened in context with the current situation so as to be able to anticipate future events.
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I believe decisions in business, government, the armed forces or indeed in almost any context should not be taken on the basis of information alone. This is more than a question of semantics, as I feel intelligence has much more to deliver as meaningful product than just from information. I don’t expect everyone will agree with all of my definitions used here, although I would hope to put the argument that the decision-support function can be enhanced by the mind-set taken by the analysis authority.
It is easier to describe what intelligence is, rather than what it isn’t. The first striking factor is that intelligence is more than its component information parts. As part of an analytical process, information is broken down into data that is evaluated individually and in terms of the whole situation. When this is collated and re-constituted it is possible to develop an integrated intelligence picture that is quantifiable.
Vital to exact analysis is the identification and neutralisation of biases. These are present in numerous forms, as both Reflex and Conscious Biases, and are managed through the skills of the specialist analyst. All sources, cultures, people, organisations, the analysts themselves and the clients present biases in some form or other.
It is almost never possible to have the complete picture and so the client is reliant on the analyst to identify knowledge gaps and then to fill these gaps through either the use of diagnostic collection of more information, further research of known information or by producing an intelligence assessment. Often the last option has to be used and again we are dependent on the expertise of the analytical team.
The rigours of analysis, sometimes referred to as Critical Thinking, are central to gaining a worthwhile product and involve the use of specialised methodologies designed to manage the transition of information into intelligence. The output is actionable intelligence to drive the decision-making process and strategic planning.
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Importantly, the intelligence product not only answers the ‘So What’ question to put into context past and current events, but also the ‘What Now’ question as a forecast of future courses of action and happenings.
Essentially, and in very brief summary, everything else that has not undergone the above analysis, irrespective of the source and classification, is only information, and should be treated with caution.
Are you considering enhancing your in-house intelligence capability? Is your intelligence team realising its full potential? To find out more about what QRO Global could do to assist your business or to learn more about the types of projects that we have worked on in the past, see our Services Page or email us today – info@qro-global.co.uk
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