NCJ Number
171996
Journal
Security Management Volume: 41 Issue: 9 Dated: (September 1997) Pages: 115-116,118,120
Date Published
1997
Length
4 pages
Annotation
Business intelligence can do more than just help a company develop a strategy against its competitors; it can reveal weaknesses in the corporation's own security operation and help the company better protect itself against industrial espionage, fraud, and other threats; the security manager must look at the same business intelligence from a tactical or defensive perspective.
Abstract
Tactical intelligence can help a company on several fronts. First, knowing a competitor's strengths and weaknesses can suggest what that rival might be after in gathering its own business intelligence. Many corporations already collect some intelligence information through their business intelligence units, which are responsible for obtaining data about competitors for strategic purposes. By gaining access to the same information and applying a tactical interpretation, the security manager can help protect the company against a variety of threats. In doing this, the security manager should first conduct an internal assessment to determine where the company may be vulnerable. The security manager should then look at public records, media reports, and other documents to determine the strengths and weaknesses of the company's competitors or potential business partners or vendors. Finally, the security management must be able to analyze the information and interpret the results from a tactical perspective for senior management. This article provides guidelines and recommendations for the internal assessment of counter-intelligence measures, external data collection about competitors, and analysis of the data collected.