The risk intelligence conundrum and its impact on governance

This paper looks at intelligence led strategic planning, specifically within the context of an operational private sector corporate security unit which the author managed from 1994 to 2005. It examines the role, mission and objectives of the unit, with specific emphasis on management models, planning frameworks, policy and strategy, client relations and performance measuring. It develops the concept that risk assessment and intelligence development are in fact the same process, acting to direct governance and informing decision making at both tactical and strategic levels.