This week we make the case for strategic intelligence as a core business function, not a “nice to have”. explaining why much vendor “geopolitics” is operational rather than truly strategic, and how to shift from incident tracking to impact analysis with second- and third-order effects. The conversation covers communicating for decision-makers (clear executive summaries, tailored outputs), and why good intelligence reduces uncertainty rather than declaring “permacrisis”. Methods include scenario development, indicators, and Bayesian updating, framed by Sherman Kent’s definition of strategic intelligence.We close with three actions for leaders: put geopolitics in the boardroom, build cross-functional risk forums, and develop or partner for deep analytic capability.

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