Technology Innovation and the Future of Air Force Intelligence Analysis: Volume 1, Findings and Recommendations

2021 ◽  
Keyword(s):  
Air Force ◽  
Technology Innovation ◽  
Intelligence Analysis ◽  
The Future

Cognitive Science, Orientism Management (OM), and Intelligence Analysis

2021 ◽  
pp. 1-20
Author(s):  
Luisa Dall'Acqua
Keyword(s):  
Cognitive Science ◽  
Task Force ◽  
Policy Decision ◽  
Decision Makers ◽  
Intelligence Analysis ◽  
Complex Environment ◽  
Key Factors ◽  
The Future ◽  
Decision Management ◽  
Intelligence Approach

Intelligence analysts are a task force of experts in the field of politics, economics, technology, military, and terrorism analysis. They possess the knowledge, sufficient capacity for imagination, and creativity to relate data predict events. The intelligence approach (basically) tries to reduce the uncertainty of this analysis to forecast the future without being privy to alternatives in the minds of policy decision makers. This chapter intends to describe a new interpretative socio-cognitive paradigm, Orientism, to understand and manage the fluid nature of knowledge, but at the same time to seize and manage the unpredictability and risks of dynamics of risk decision management in relationships complex environment. The new elements are five key factors and criteria to direct and motivate people in the choosing process and following 10 different and key relationships between them.

A Review of Recent Progress in Aircraft Gun Design as it Affects Installation in Aircraft

1946 ◽  
Vol 50 (432) ◽  
pp. 986-997
Author(s):  
G. F. Wallace
Keyword(s):  
Special Reference ◽  
Air Force ◽  
Recent Progress ◽  
Standard Form ◽  
Air Cooling ◽  
Royal Air Force ◽  
The Future

Experience with the installation of guns in aircraft in recent years suggests that there has been little co-operation between gun designers and aircraft designers. This becomes more apparent as gun calibres increase and if satisfactory fighting aircraft are to be produced in the future, closer co-operation between gun designers and aircraft designers will be necessary. In consequence, a brief review of the progress of gun design in recent years, with special reference to its effect on installation, may be of interest.From 1918 to 1938 the standard guns used in the Royal Air Force were the Lewis gun and Vickers Maxim gun, both Army guns modified for air cooling. The installation of these guns had reached a standard form by 1918 which was adhered to for the best part of 20 years.

scholarly journals Intelligence analysis – the royal discipline of Competitive Intelligence

2011 ◽  
Vol 59 (7) ◽  
pp. 39-56 ◽  
Author(s):  
František Bartes
Keyword(s):  
Specific Area ◽  
Team Work ◽  
Added Value ◽  
Competitive Intelligence ◽  
Intelligence Analysis ◽  
Strategic Decisions ◽  
Work Plan ◽  
The Future ◽  
Corporate Practice ◽  
Systemic Application

The aim of this article is to propose work methodology for Competitive Intelligence teams in one of the intelligence cycle’s specific area, in the so-called “Intelligence Analysis”. Intelligence Analysis is one of the stages of the Intelligence Cycle in which data from both the primary and secondary research are analyzed. The main result of the effort is the creation of added value for the information collected. Company Competiitve Intelligence, correctly understood and implemented in business practice, is the “forecasting of the future”. That is forecasting about the future, which forms the basis for strategic decisions made by the company’s top management. To implement that requirement in corporate practice, the author perceives Competitive Intelligence as a systemic application discipline. This approach allows him to propose a “Work Plan” for Competitive Intelligence as a fundamental standardized document to steer Competitive Intelligence team activities. The author divides the Competitive Intelligence team work plan into five basic parts. Those parts are derived from the five-stage model of the intelligence cycle, which, in the author’s opinion, is more appropriate for complicated cases of Competitive Intelligence.

scholarly journals Why HAL 9000 is not the future of intelligence analysis

2021 ◽  
Vol 4 (1) ◽  
pp. 40-60
Author(s):  
Giangiuseppe Pili
Keyword(s):  
New Technology ◽  
Decision Makers ◽  
Central Position ◽  
Present Moment ◽  
Intelligence Analysis ◽  
Course Of Action ◽  
The Future ◽  
Short Run ◽  
Universal Definition ◽  
The Right

Intelligence analysis is a core function of the intelligence process, and its goal is to synthesize reliable information to assist decision-makers to take a course of action toward an uncertain future. There is no escape from uncertainty, friction, and the fog of war. Since the dawn of human history, the present moment has been experienced as unpredictable, and the challenge of determining the right future through sound decisions has always existed. Investing in new technology, continually touted as the answer for analytic troubles, seems far less difficult in the short run than trying to find consensus about a long-term vision. It is easier to develop a nuclear missile, for example, than to give a universal definition of peace, and this is what the history of the XX century was all about. While intelligence analysis is still a necessary tool for decision-makers, it is unclear who or what will perform this function in the future. Though the solution cannot be only technological, the current trajectory tells a different story whereby the human analysts are removed from their central position to make way for Artificial Intelligence.

Building the future of financial healthcare technology practices

2020 ◽  
Author(s):  
Becky Inkster ◽  
Andrea Stevenson ◽  
Bilal A. Mateen ◽  
Peggy Loo
Keyword(s):  
Financial Stability ◽  
Technology Innovation ◽  
Well Being ◽  
Financial Health ◽  
Healthcare Technology ◽  
Individual Privacy ◽  
The Future ◽  
Digital Footprints ◽  
Health And Well Being ◽  
Financial Technology

Given the demands for services that intersect financial health and well-being, and that people are increasingly operationalizing their digital footprints, we argue for the co-evolution of healthcare practices and financial technology. Innovation bridged across finance, health and technology could inform new practice/operating models, whilst fostering environments that value and prioritize health, financial stability and individual privacy.

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