Globalisation continues to challenge our world at unprecedented speed. Technological innovations, changing geographical developments, regional rivalries, and destruction of national critical infrastructures in several Muslim states due to the US so called war on terrorism-all transformed the structures and hierarchies of societies. The idea of development of a nation that sounds on tripods that are food, shelter and security failed. The Edward Snowden leaks challenged policy makers and the public understanding. Read more

The central intelligence agencies have earned the wrath of the government for failing to sufficiently warn local agencies. Why do our secret intelligence agencies fail repeatedly? Is it because of the lack of adequate intelligence, the dearth of trained manpower in the intelligence sector, failure to apply latest sophisticated technology in surveillance, lack of proper intelligence sharing between the Centre and the states, lack of action on available intelligence, or the lack of sensible intelligence reforms? Read more

John A. Gentry and Joseph S. Gordon update our understanding of strategic warning intelligence analysis for the twenty-first century. Strategic warning—the process of long-range analysis to alert senior leaders to trending threats and opportunities that require action—is a critical intelligence function. It also is frequently misunderstood and underappreciated. Gentry and Gordon draw on both their practitioner and academic backgrounds to present a history of the strategic warning function in the US intelligence community. In doing so, they outline the capabilities of analytic methods, explain why strategic warning analysis is so hard, and discuss the special challenges strategic warning encounters from senior decision-makers. They also compare how strategic warning functions in other countries, evaluate why the United States has in recent years emphasized current intelligence instead of strategic warning, and recommend warning-related structural and procedural improvements in the US intelligence community. The authors examine historical case studies, including postmortems of warning failures, to provide examples of the analytic points they make. Strategic Warning Intelligence will interest scholars and practitioners and will be an ideal teaching text for intermediate and advanced students. Read more

Since the secret of Bletchley Park was revealed in the 1970s, the work of its codebreakers has become one of the most famous stories of the Second World War. But cracking the Nazis’ codes was only the start of the process. Thousands of secret intelligence workers were then involved in making crucial information available to the Allied leaders and commanders who desperately needed it.

Using previously classified documents, David Kenyon casts the work of Bletchley Park in a new light, as not just a codebreaking establishment, but as a fully developed intelligence agency. He shows how preparations for the war’s turning point—the Normandy Landings in 1944—had started at Bletchley years earlier, in 1942, with the careful collation of information extracted from enemy signals traffic. This account reveals the true character of Bletchley's vital contribution to success in Normandy, and ultimately, Allied victory.

David Kenyon is the research historian at Bletchley Park. He is coauthor of Digging the Trenches and author of Horsemen in No Man's Land. Read more

Written from a practitioner’s perspective, Intelligence in Regulation fills a void in international literature on regulation. The wide and largely disparate world of regulators is late to the idea of professionalising decision-making despite this need being well understood and ingrained in national security and, to a lesser extent, law enforcement.

The book draws largely from the experience of the author as a former intelligence officer, as a builder of intelligence and decision-systems across many sectors, and as a user of intelligence in leading regulatory operations. The narrative leads the reader through the barriers to effective regulatory decision-making, then to case studies of regulatory failure, and concludes with practical guidance on building and improving intelligence systems. Theoretical references are drawn from a number of sources and, in particular, the book acts as a companion piece to Managing Intelligence: The Art of Influence (Quarmby and Young, 2010) which contains the fundamentals of contemporary intelligence craft.

While oriented towards compliance and regulation, the content can be applied across other public and private sectors, especially where consideration of external change agents is important in decision-making. If in doubt, simply insert the name of your organisation or field where you read the word ‘regulator’ and you may be surprised how many of the observations echo your own organisational circumstance. Read more