Corporate Intelligence, Strategic in essence, essential in Corporate.

A considerable problem with the Intelligence discipline is that the recipients, your customers, often don't know what to ask you for. 

When corporations don't understand what to ask an Intelligence Director, it frequently is because the Intelligence Director has not done enough pedagogy and sufficiently explained the extent and entity of the help that can provide. In our field, listening is critical, listening to understand. In intelligence, you do not need to be a scholar of all sciences but be able to listen and activate the structured analytic technics and methodologies necessary to obtain well-reasoned conclusions. I have not seen any of my work that has not aroused surprise or interest and has brought elements not considered in previous corporate phases. Such work activates new questions that gradually unravel the business world's enormous uncertainty.

Those who follow my work know that I had the opportunity to warn in Dec 2019 of a specific epidemic that was spreading and threatened to become a pandemic. But also to anticipate its particular effects and damages, also forecasting key aspects that business unit leaders needed in an environment of extraordinary uncertainty. Predictive work beyond extrapolations is extraordinarily complex. In general, the narrative unfolding at each scenario usually contains elements of enormous value, at times beyond the conclusions of the work itself. The generation of well-developed scenarios shapes alternative futures derived from acting vectors and forces. The It is crucial to determine which forces do not exist but will be activated in the future, affecting current ones. 

Corporate leaders have magnificent and very specialized allies in the intelligence discipline. Thinking about the future requires an understanding of the present, in addition to many other components. Thinking about the present requires study, constant acclimatization, and deepening to conclude far beyond what is already known: actionable intelligence adds value. In fact, having an intelligence department,

• Provides the legal department with tools far beyond jurisprudence.
• To the Finance and M&A departments, it offers specialized information not readily available to predict and assess loan risks, improve loan underwriting, reduce financial risk, or reduce financial crime through advanced detection of fraud and anomalous activity. 
• To strategic management, it illuminates the way in fundamental aspects and generates hypotheses that refute crucial elements that can ruin decisive paths and investments.
• To the Communications or Institutional Relations departments, it provides vital information on personalities, leaders, audiences, stakeholders or hidden agendas.
• To the Production Units, the contributions are as varied as their operational framework. In this way, the assistance of this intelligence function assists in high rank negotiations, clarify uncertainties, seeks and help to detect new market niches, or anticipate risks. (.../...)

Therefore, nothing happens by chance in good centralized intelligence work, and the results never spread as separate pieces. Everything in intelligence is part of a homogeneous narrative that feeds on the company's knowledge and the new learnings the discipline adds. At this point of intelligence strategic centralization, I believe there are enough reasons to display what this tool means for the CEO of any company.