In today’s fast-moving business landscape, information is everywhere, but insight remains rare. Many organizations claim to be “data-driven,” yet when decisions need to be made, they still rely on intuition, fragmented reports, or outdated market views.
Why Intelligence Units Are Still Missing in Most Organizations — and How That Holds Us Back is explored by Professor Klaus Solberg Søilen, one of the foremost authorities on business intelligence at Halmstad University.
Together, they explored why structured intelligence functions remain underdeveloped in most organizations, what barriers prevent them from maturing, and how leaders can build robust, value-generating intelligence systems.
Why Don’t Most Organizations Have Intelligence Functions?
The discussion began with a simple but critical question: If the importance of information is widely acknowledged, why do so few companies have a proper competitive intelligence function in place?
According to Professor Søilen, the problem isn’t about collecting data; it’s about using it effectively. Many companies are drowning in information but starving for insight. They have access to more data than ever before, but without structured processes, analytical frameworks, and dedicated roles, the information remains scattered and underutilized. “The real issue,” Søilen noted, “isn’t data scarcity. It’s the absence of ownership and integration, no one feels responsible for transforming raw information into actionable knowledge.”
Jesper Martell added that intelligence efforts too often emerge as isolated initiatives, driven by individuals rather than the organization as a whole. This reactive approach means that intelligence is used mainly during crises, for instance, when a competitor launches a new product or when market conditions suddenly change.
The result? Intelligence becomes a supporting activity rather than a strategic driver. “Companies still see intelligence as a cost rather than an investment in better decisions,” Søilen emphasized.
What’s Preventing the Integration of Intelligence into Strategy?
Both speakers agreed that the biggest obstacles are organizational and cultural, not technical. Even in companies that collect data across markets, competitors, and customers, the insights rarely make their way into decision-making. Siloed structures, lack of trust, and departmental ownership prevent intelligence from being shared freely.
Søilen pointed out that traditional hierarchies tend to suppress open communication and curiosity, two qualities essential for good intelligence work. “Information doesn’t flow naturally in organizations that reward secrecy or short-term thinking,” he remarked.
Meanwhile, Jesper Martell highlighted that technology by itself can’t fix these issues. A tool is only as effective as the culture behind it. “You can have the best platform in the world, but without a mindset that values knowledge-sharing, nothing changes,” Martell explained. To move forward, companies must embed intelligence into the rhythm of their strategy. That means: Assigning clear ownership and accountability for intelligence.
Encouraging cross-functional collaboration between marketing, sales, R&D, and management. Creating feedback loops where insights lead to action, and outcomes inform future analysis. Martell summarized it succinctly: “The real value comes when intelligence becomes part of how decisions are made, not just part of how reports are written.”
Intelligence Maturity: A Tale of Two Continents; Europe vs. Asia
When comparing global approaches, Professor Søilen highlighted a growing divide between Europe and Asia in how organizations perceive and apply intelligence. In Europe, he noted, intelligence functions are often constrained by rigid organizational structures and slower decision-making cultures. Many European firms acknowledge the importance of intelligence but struggle to translate that awareness into consistent practice. Bureaucracy and short-term performance pressures can make it difficult to justify long-term investments in knowledge systems.
By contrast, in Asia, there is a noticeably higher level of openness and curiosity toward intelligence-driven management. Søilen drew on his experience teaching at institutions across Asia, such as the Nordic International Management Institute in China, where companies are more inclined to integrate intelligence into broader innovation and strategy initiatives.
“Asian organizations tend to see intelligence as a tool for growth and competitiveness, not just risk management. “They know everything about us, but we know nothing about them” Søilen observed. This difference, he suggested, may partly explain why Asian markets often move faster and adapt quicker. Intelligence is treated as an enabler of agility and foresight, rather than a reporting exercise. The lesson for Western organizations is clear: to stay competitive, they must rethink the role of intelligence as a strategic capability, not a support function.
How Can Companies Build a Sustainable Intelligence Function?
When asked how companies can practically establish an intelligence function, Søilen offered a pragmatic perspective: start small, but design for scalability. He suggested that instead of trying to build an all-encompassing intelligence department from day one, organizations should begin by identifying a few strategic questions that truly matter, such as:
- Where will our next disruption come from?
- What new markets are emerging for our core technology?
- Which customer needs are going unmet?
These questions should anchor the intelligence work and guide data collection and analysis efforts.
Jesper Martell emphasized the importance of having the right tools to manage and distribute insights efficiently. He mentioned that platforms like Comintelli’s Intelligence2day® were designed specifically to help teams collect, organize, and share intelligence across the organization, reducing redundancy and ensuring everyone works from the same source of truth. “Technology can help structure the chaos,” Martell said, “but it only works when paired with the right people and processes.”
He also underlined the need for clear KPIs, leadership support, and continuous evaluation. Intelligence functions must demonstrate measurable value, whether that’s faster decision cycles, improved win rates, or reduced strategic blind spots.
Why the “Voice of the Customer” Should Be at the Heart of Intelligence
A key part of the conversation focused on the Voice of the Customer (VoC), a concept gaining traction in modern intelligence practices. Søilen argued that while many companies claim to be customer-centric, they often rely on indirect or outdated data sources.
True customer intelligence goes beyond surveys and feedback forms; it involves actively listening to what customers are saying and not saying across multiple touchpoints.
Martell added that this perspective is critical to bridging the gap between internal assumptions and external realities. “The companies that grow fastest are those that understand what their customers are about to need, not just what they say they need today.”
Integrating VoC into the intelligence function allows organizations to identify early market shifts, uncover innovation opportunities, and validate strategies before costly missteps occur.
What Does the Future of Intelligence Look Like?
Looking ahead, both speakers agreed that the future of intelligence lies in continuous, integrated systems, where data collection, analysis, and interpretation happen in real time.
Artificial intelligence and automation will continue to play a larger role in detecting trends and processing large volumes of data. However, Søilen cautioned against the belief that machines can replace human insight: “AI can help us see patterns faster, but it can’t tell us which patterns matter most.”
The human dimension, curiosity, critical thinking, and ethical judgment, remains irreplaceable. The next generation of intelligence professionals will need to combine analytical literacy with storytelling and strategic influence.
Martell concluded with an optimistic vision: organizations that learn to combine technology, collaboration, and curiosity will be the ones best equipped to navigate uncertainty and seize new opportunities.
Final Takeaway: Intelligence as a Competitive Advantage
The lack of structured intelligence functions isn’t just a missed opportunity; it’s a strategic vulnerability. Organizations that fail to connect insights with decision-making risk being blindsided by faster, more agile competitors.
As Søilen reminded the audience, “In a world that moves fast, those who can learn faster, not just move faster, will win.”
For companies ready to take that step, the path forward is clear: Invest in structured intelligence capabilities. Embed them in strategy and culture. Leverage technology and human expertise together.
Intelligence isn’t about predicting the future perfectly, it’s about being prepared to act intelligently when it arrives.
Turning Insight into Action with Comintelli
At Comintelli, our mission is to make intelligence accessible, actionable, and impactful. Through Intelligence2day®, we help organizations structure their intelligence work, from capturing signals and trends to sharing insights that drive better strategic decisions.
If your organization is ready to turn scattered information into real competitive advantage, explore how Intelligence2day® can help you build a modern intelligence function that scales with your ambitions.
