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Everywhere there are mountains of information. Intelligence Managers and practitioners transform these mountains into intelligence and convey it
to decision-makers. Intelligence is crucial. It maximises opportunity and minimises risk.
Intelligence
practitioners must apply critical thinking and transparent analysis to
increase understanding and reduce uncertainty. They must learn how to
influence decision-makers.
Managing
Intelligence: The Art of Influence, solidly grounded in theory, provides
practical guidance for managers and practitioners to develop and implement
intelligence programs. It shows how to integrate these programs into an
organisation in a coherent and functional way.
The book also outlines management issues that are specific to the intelligence
profession. Key themes include the capability, models, people and processes
required to support those in the business of making tactical, operational and
strategic decisions and the transformation of intelligence into value.
Intelligence
experts Neil Quarmby and Lisa Jane Young cogently expand the concept of using
business intelligence to support organisational decision-making by creating a
series of programs to detect, analyse and report on threats and risks in the
broader environment.
Managing Intelligence: The Art of Influence
is written for intelligence practitioners and managers operating in law enforcement, national security,
the regulatory sector and throughout the private sector.
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