Without a defined organisational model, joint initiatives to learn socio-political challenges and develop coherent plans to address them are rare. Relevant knowhow remains fragmented between functions and units, and this in turn leads to fragmented perspectives and incoherent planning. An organisation or operation can even hold divergent intelligence pictures of the same targets, and silos of risk management activity can end up working at cross-purposes.
Organisational alignment, then, is one key ingredient of an effective intelligence and planning capability. Others are a shared concept of the socio-political variable, a clear mandate, reasonable independence from internal political pressure, and an open relationship between intelligence practitioners and users. How these are instilled varies. There is no one-size-fits all model, which ultimately depends on an organisation’s aims, exposures, culture and resources.
Harmattan supports organisations seeking to shape an appropriate model, by clarifying needs and options, and the roadmap to attainment. We also help organisations to hone and improve existing models, by identifying opportunities for greater coherence and a stronger link between intelligence, plans and action.