Corporate Security Intelligence and Strategic by Justin Crump

By Justin Crump

Despite a transparent and compelling want for an intelligence-led method of protection, operational, and reputational hazards, the topic of company protection intelligence continues to be poorly understood. a good intelligence method can without delay help and definitely influence operational job and linked decision-making and will also be used to force the firm’s enterprise in key markets. This quantity outlines conception and provides actual sensible recommendations to enforcing an efficient intelligence strategy. whereas the booklet makes a speciality of company defense because the normal domestic of intelligence, the instruments and strategies defined are both appropriate for any decision-support process.

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Meanwhile, the plethora of information becoming available to employees at all l­ evels has produced a need for analysis and real insight that is greater than ever. This requires the analyst(s) to know the business, and the business to know and trust the analysts, generating a cycle that brings security into ever closer alignment with commercial priorities, needs, and wants. Ultimately, the companies that use security intelligence to make intelligent decisions not only survive, but also tend to prosper in c­ omparison to their competitors.

However, the credibility of this grouping is dropping due to the rise of Islamic State in this region. • The latest addition is al-Qaeda in South Asia. This group launched an abortive attack on the Pakistani Navy in September 2014, but has achieved little more as yet; it remains something of an unknown quantity. 32 The Corporate Security Operating Environment • Al-Qaeda also has a strong franchise in Northwest Africa, al-Qaeda in the Islamic Maghreb (AQIM). This has a distinct anti-French focus, given its colonial heritage.

In 1947, this led to the establishment of what has now become the CIA. Again, although records are not entirely clear, the increasing professionalism of intelligence in the public sector would have had a knock-on effect in the private sector, especially as security staff were mainly recruited from “connected” ex-agency or police staff. However, outside the FBI, the acceptance of intelligence in police circles has been a slow process, in part driven by the requirements to react to crime rather than seek to preempt it.

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