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Chapter Thirteen
Employment Of Secret Agents |
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Invest in Intelligence Resources
Establish an Active Intelligence System
Practice Counterintelligence |
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In many organizations, a major problem is organizing, synthesizing, and disseminating information. Most organizations are plagued with "islands of information." Many people know many things, but no system exists to put it all together for verification and application to specific objectives. Even in the CIA, most of the information is obtained from overt, not covert, sources. The biggest job for any intelligence unit is organizing and interpreting readily available information. |
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Uncertainty surrounds many of the issues which challenge the manager. The antidote for uncertainty is more relevant information. The more information available, the longer the time needed to process it and the greater the danger of failing to distinguish between the relevant and the irrelevant. |
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According to General Gordon R. Sullivan, the army's recently retired chief of staff, "The paradox of war in the Information Age is one of managing massive amounts of information and resisting the temptation to over-control it. The competitive advantage is nullified when you try to run decisions up and down the chain of command...Once the commander's intent is understood, decisions must be devolved to the lowest possible level to allow these front line soldiers to exploit the opportunities that develop."
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Marketers use test markets to gain information, manufacturers use pilot plants, and anyone can engage in a small trial or experiment prior to a rollout. The objective of the experiment is to find out if your planned approach will work. You ignore your failures and exploit your successes. |
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