Some of the areas where intelligence has the most tangible, demonstrative value to an organization is for decision-making regarding operational continuity from political unrest, geopolitical issues, conflicts or pandemics, as well as business expansion and support. “In 2008, for example, having reliable and credible intelligence allowed Baker Hughes to make business decisions to start up operations in Iraq. COVID is another great example of the value of intelligence,” Tosh says. “During the peak of the pandemic, our [Global Intelligence & Travel Security Operations Center] GITSOC played a significant role — through up-to-date information on travel restrictions and country border closures — to support our employees returning back home safely and securely.”
Intelligence is an incredibly broad term here, but purposely so. In the context of security functions, intelligence comes in many forms and, ultimately, is about informing stakeholders on what is important to the specific business, agency or organization. “To say, ‘Well, this is what we understand is happening,’ is only part of it; I would argue that the value is in understanding the impact or potential impact,” Houston says.