Peak Intel: How So-Called Strategic Intelligence Actually Makes Us Dumber
An industry that once told hard truths to corporate and government clients now mostly just tells them what they want to hear, making it harder for us all to adapt to a changing world — and that's why I'm leaving it.
Eric Garland
The Atlantic, 5 April 2012
I recently quit my job as a “futurist” and “strategic intelligence analyst” after a successful 15-year career of writing books and consulting to corporations and governments around the world. I spent a decade and a half analyzing disruptive new technologies, predicting the effects of the Internet on the international construction industry, helping executives decide whether to spend billions in the nuclear power market, profiling the customer of the future — and training thousands of executives to do likewise for their own companies. It was exciting and fulfilling, but this is the end of the road. My employment status is interesting to nobody except my wife and I, but why I am leaving the business of intelligence is important to everybody, because it stems from the endemic corruption of how decisions are made in our most critical institutions.
I am not quitting this industry for lack of passion, as I still believe — more than ever — in using good information and sophisticated analytical techniques to decode the future and make decisions. The problem is, the market for intelligence is now largely about providing information that makes decision makers feel better, rather than bringing true insights about risk and opportunity. Our future is now being planned by people who seem to put their emotional comfort ahead of making decisions based on real — and often uncomfortable — information. Perhaps one day, the discipline of real intelligence will return triumphantly to the world's executive suites. Until then, high-priced providers of “strategic intelligence” are only making it harder for their clients — for all of us — to adapt by shielding them from painful truths.
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