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Informing your decisions with actionable intelligence
Start your day with intelligence. Get The OODA Daily Pulse.
Informing your decisions with actionable intelligence
This is the second of a series on our nation’s most neglected critical infrastructure, our cognitive infrastructure.
The first post dove into the nature of the challenge and why it is so important for our future that the threats to our cognitive infrastructure are understood and addressed.
This post flows from that one and suggests ways the nation can mitigate many of these risks.
The nation’s cognitive infrastructure includes the mental capacities of our citizens and the decision-making ability of people, organizations and our government. It also includes the information channels used to feed our decision-making capabilities and the education and training systems used to prepare people and organizations for critical thinking.
Our cognitive infrastructure is threatened in ways few of us ever imagined just a few years ago. Old style propaganda has been modernized and is now being aided by advanced technologies and new information dissemination methods.
It is pretty clear that our cognitive infrastructure deserves to be treated with the respect of our other critical infrastructures. Just like the other sectors, the government can have a huge role in protecting it.
Applying lessons from defense of other sectors we can map out a list of considerations for the role of government and the private sector in defense of this infrastructure. We can also inform our defense from lessons learned through years of experience in pushing back against cognitive conflict, including lessons from successes in allied nations (for example, great progress in fighting for fact based defenses has been made in Estonia and the Scandinavian countries focused on countering Russian malign influence operations).
The following is a short list of considerations:
Government Actions:
The Role of Industry:
The Role of Higher Education:
The Role of The Citizen
Concluding Questions:
Today there is no more urgent priority than assuring the security, continuity, and availability of how we think.
It would be great to get your views on these topics, while we still trust each other as credible sources.
The greatest determinant of your success will be the quality of your decisions. We examine frameworks for understanding and reducing risk while enabling opportunities. Topics include Black Swans, Gray Rhinos, Foresight, Strategy, Stratigames, Business Intelligence and Intelligent Enterprises. Leadership in the modern age is also a key topic in this domain. See: Decision Intelligence
This post is part of a series providing insights aimed at corporate strategists seeking competitive advantage through better and more accurate decision-making.
Organizations in competitive environments should continually look for ways to gain advantage over their competitors. The ability of a business to learn and translate that learning into action, at speeds faster than others, is one of the most important competitive advantages you can have. This fact of business life is why the model of success in Air to Air combat articulated by former Air Force fighter pilot John Boyd, the Observe – Orient – Decide – Act (OODA) decision loop, is so relevant in business decision-making today.
In this business model, decisions are based on observations of dynamic situations tempered with business context to drive decisions and actions. These actions should change the situation meaning new observations and new decisions and actions will follow. This all underscores the need for a good corporate intelligence program. See: A Practitioner’s View of Corporate Intelligence
This post is part of our Intelligent Enterprise series, which providing insights aimed at corporate strategists seeking competitive advantage through better and more accurate decision-making. The first post provided foundational insights into A Practitioner’s View of Corporate Intelligence. This one dives into actionable recommendation on ways to optimize a corporate intelligence effort. It is based on a career serving large scale analytical efforts in the US Intelligence Community and in applying principles of intelligence in corporate America. See: Optimizing Corporate Intelligence
Cognitive Bias and the errors in judgement they produce are seen in every aspect of human decision-making, including in the business world. Companies that have a better understanding of these cognitive biases can optimize decision making at all levels of the organization, leading to better performance in the market. Companies that ignore the impact these biases have on corporate decision-making put themselves at unnecessary risk. This post by OODA Co-Founder Bob Gourley provides personal insights into key biases as well as mitigation strategies you can put in place right now. See: An Executive’s Guide To Cognitive Bias in Decision Making
We strongly encourage every company, large or small, to set aside dedicated time to focus on ways to improve your ability to understand the nature of the significantly changed risk environment we are all operating in today, and then assess how your organizational thinking should change.
As an aid to assessing your corporate sensemaking abilities, this post summarizes OODA’s research and analysis into optimizing corporate intelligence for the modern age. See: OODA On Corporate Intelligence In The New Age
This is the third post in our special series on the Intelligent Enterprise. The first, titled, A Practitioner’s View of Corporate Intelligence, provided foundational insights to kickstart any corporate intelligence program. The second, titled Optimizing Corporate Intelligence, provided best practices and actionable information you can use to improve and professionalize your corporate intelligence activities. This post discusses standards in intelligence, a topic that can improve the quality of all corporate intelligence efforts and do so while reducing ambiguity in the information used to drive decisions and enhancing the ability of corporations to defend their most critical information. See: Useful Standards For Corporate Intelligence
About the Author
Bob Gourley is an experienced Chief Technology Officer (CTO), Board Qualified Technical Executive (QTE), author and entrepreneur with extensive past performance in enterprise IT, corporate cybersecurity and data analytics. CTO of OODA LLC, a unique team of international experts which provide board advisory and cybersecurity consulting services. OODA publishes OODALoop.com. Bob has been an advisor to dozens of successful high tech startups and has conducted enterprise cybersecurity assessments for businesses in multiple sectors of the economy. He was a career Naval Intelligence Officer and is the former CTO of the Defense Intelligence Agency.
Informing your decisions with actionable intelligence
Informing your decisions with actionable intelligence