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Please be informed that Real-World Intelligence: Organization Information that I order on October 16, 2015, I did not received until now.
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Real-World Intelligence Hardcover – December 1, 1991
by
Herbert E. Meyer
(Author)
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Business Intelligence is emerging as the world's hottest new management tool. Companies now are setting up Intelligence Systems that operate like corporate radars: they monitor the external environment to alert management to whatever may be happening up ahead before it would otherwise be visible. Business Intelligence Systems help companies monitor competitors, customers, suppliers, markets, and those key trends and development in science, technology, economics and politics directly relevant to the company's unique strategic objectives. This book, authored by a top-level Reagan Administration Intelligence official - the man widely credited with being the first senior US official to project the Soviet Union's collapse -- shows how businesses can use the ideas and methods of intelligence to set up "corporate radars" that will give them a competitive edge in today's global, ferocious, information-rich business environment.
- Print length102 pages
- LanguageEnglish
- PublisherStorm King Pr
- Publication dateDecember 1, 1991
- Dimensions5.5 x 0.5 x 8.25 inches
- ISBN-10093516605X
- ISBN-13978-0935166057
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- Reviewed in the United States on November 3, 2015
- Reviewed in the United States on April 18, 2012Even with all the information on the web these days, one still needs to decide what intelligence is pertinent that will assist in making a solid decision. This book helps in this process.
Here is a quote "Moreover, much of the intellignce that flows to you will be relevant but not critical. It may focus on an issue of less than decisive impact to the organization, or it may include information on a decisive issue that is new but not vital. So as a good policymaker you will often decline to take immediate action on a particular intelligence report...(but sometimes a) decision to do nothing will smack of 'ignoring' intelligence. It isn't, really. It is just good steady leadership. After all, in any organization you achieve your goals by doing nothing 90% of the time. It is the other 10% that makes the difference...Yet as a policymaker who acts on his intelligence reports-and on nothing else-is a fool. You must mix in your own judgment and experience, and in the end, your own gut feeling for what course of action will be in the organization's best interests. Once again, the result is steady tension between intelligence and policymaking."
This is quick read & still applicable today.
- Reviewed in the United States on June 11, 2013Nothing too earth-shattering here, but it does bring up concepts that you'll want to keep in mind. A bit dated, as it does not provide any tricks to deal the deluge of digital data that engulfs us today.
- Reviewed in the United States on December 21, 2006This book is on my MUST READ book for managers and decision makers.
The idea that the person responsible for "intelligence" is ALWAYS in conflict with the decision maker was a real eye opener.
Conflict 1: Gathering information is a continuous process with no end result in sight. Demands for information by decision makers are usually one-time no-warning events.
Conflict 2: If the decision maker hears what he already "knows" or believes to be true, the information is of no value. To provide value, the intel person has to buck the belief of the boss. Not a prescription for career advancement.
- Reviewed in the United States on August 11, 2003Real World Intelligence reveals no secrets. In fact I think everything the Author explains is well know and generally accepted amongst those who think about this kind of thing. To be fair this book was first published in 1987. Some of this may have been new at that time. Now it is not.
The author states quite clearly that he has no secretes to reveal in this book, so perhaps that criticism is not valid either. However he does claim to inform us of the new role of intelligence in business. Unfortunately there is remarkably little new information in this book. In a few cases the author falls into trite cheerleading. In my opinion there is very little insight into how to run a successfully intelligence operation. The author claims to have extensive experience in that realm. This book would have been improved had he shared some of those experiences.
The book is well written and offers a clear overview of the topic of open source intelligence. He also covers the role of intelligence in corporations. This role will clearly be growing. This text may be valuable as a high level overview of what intelligence is and how it can be used. The authors simplistic righting style and lightweight content make it only a basic primer.

