Choosing the Right Intelligence Product

The value of intelligence is determined not only by the quality of the analysis, but also by how effectively it is communicated. An outstanding assessment that never reaches the right decision-maker has little practical value. Equally, an excellent piece of analysis presented in the wrong format may fail to answer the customer's question or support the decision it was intended to inform.

This is why intelligence teams produce a variety of different intelligence products rather than relying on a single report template. Different decisions require different types of analysis. A chief executive considering an acquisition needs different information from a detective investigating a homicide or a security manager assessing insider threats.

Understanding the purpose of each intelligence product allows analysts to communicate their findings more effectively and ensures that intelligence is tailored to the customer's needs rather than forcing every investigation into the same reporting format.

Choosing the right product

The first question an analyst should ask is "What does the customer need?"

A request to understand a person's background may require a subject profile. Identifying emerging organised crime trends may require a strategic assessment. A series of burglaries affecting one neighbourhood may be better addressed through a problem profile.

Choosing the wrong product can result in unnecessary detail, missing context or recommendations that fail to support the intended decision. The most effective analysts therefore think carefully about the purpose of the product before they begin writing.

Subject and business profiles

A subject profile focuses on an individual, while a business profile focuses on an organisation. Rather than simply describing who the entity is, a profile brings together information from multiple sources to build a comprehensive picture of their identity, associations, behaviour, activities and potential risks.

Depending on the purpose of the investigation, a subject or business profile may include information relating to business interests, criminal history, online presence, financial activity, travel patterns, operational methods or known associates and family members. 

The objective is to provide an assessment of the information most relevant to the intelligence requirement and opportunities for disruption or protection.

Problem profiles

Problem profiles shift the focus away from entities and towards recurring issues. Rather than asking "Who committed this offence?", they ask questions such as:

• Why is this problem occurring?
• Where is it happening?
• Who is affected?
• What factors are contributing to it?
• What interventions may reduce it?

Problem profiles are particularly common within problem-oriented policing, where analysts examine crime patterns, environmental factors and offender behaviour to identify opportunities for prevention rather than simply reacting to individual incidents. A well-developed problem profile often informs operational planning, resource allocation and long-term prevention strategies.

Threat assessments

Threat assessments evaluate the likelihood and potential impact of future events. They are commonly used in protective security, cyber security, counter-terrorism, organised crime and corporate risk management, but the principles apply across many different sectors.

A threat assessment typically considers:

• The nature of the threat.
• The capability and intent of the threat actor.
• Potential targets.
• Vulnerabilities.
• Likelihood.
• Potential consequences.

Unlike many intelligence products, threat assessments are explicitly forward-looking. Their purpose is to help organisations prepare for potential future events rather than simply explain what has already happened.

Strategic assessments

Strategic assessments examine broad trends rather than individual investigations. They draw together intelligence from multiple sources to identify emerging threats, changing criminal behaviour, long-term risks and future opportunities.

Because strategic assessments influence policy, investment and organisational priorities, they tend to focus less on operational detail and more on the wider intelligence picture. They help senior leaders understand where resources should be directed and which risks require the greatest attention over the coming months or years.

Tactical assessments

While strategic assessments consider the long term, tactical assessments focus on immediate operational activity. They support short-term decision-making by identifying current threats, active offenders, developing incidents and operational priorities. Tactical assessments are often produced regularly to inform daily or weekly tasking meetings, ensuring that resources are directed towards the highest priorities at that particular time.

Because operational environments change quickly, tactical assessments are updated more frequently than strategic products.

Crime Pattern Analysis

Crime pattern analysis identifies relationships between offences by examining location, timing, modus operandi, victimology and offender behaviour. Rather than focusing on a single incident, it seeks to identify recurring patterns, hotspots and crime series that can support investigations and crime prevention initiatives.

Crime pattern analysis frequently contributes to problem profiles, tactical assessments and strategic assessments rather than existing as a standalone intelligence product.

Network Analysis

Network analysis examines how individuals or organisations interact with one another. Rather than simply identifying associations, it seeks to understand the structure of a network, including leadership roles, facilitators, brokers, key influencers and potential vulnerabilities.

Although often presented visually through link charts, effective network analysis combines graphical representation with analytical interpretation explaining what the network means and how it may be disrupted.

Market Profiles

Market profiles examine illicit or emerging markets. They may assess the supply and demand for drugs, stolen vehicles, counterfeit goods or cybercrime services, identifying the principal actors, market dynamics, pricing, criminal capabilities and emerging trends.

These products are particularly valuable when prioritising organised crime threats or understanding how criminal enterprises evolve over time.

Visual intelligence products

Intelligence is not always communicated through words. Visual products often allow complex relationships to be understood far more quickly than lengthy written reports.

Common examples include:

• Link charts.
• Timelines.
• Maps.

Choosing the right product

There is no single intelligence product that suits every investigation.

Product	Answers	Typical Audience
Subject or Business Profile	Who is this person or organisation, and what risks or opportunities do they present?	Investigators
Problem Profile	Why is this problem occurring, and how can it be addressed?	Police, Security managers
Threat Assessment	What could happen next, and how likely is it?	Security managers, executives
Tactical Assessment	What requires immediate attention?	Operational managers
Strategic Assessment	What are the long-term trends and priorities?	Senior leadership
Crime Pattern Analysis	Are these incidents linked, and what patterns are emerging?	Crime analysts, investigators, policing
Network Analysis	How are people or organisations connected, and where are the key vulnerabilities?	Intelligence analysts, organised crime, fraud, corporate investigations
Market Profile	How does this illicit or emerging market operate?	Organised crime units, strategic analysts, regulators

The most effective analysts begin by understanding the customer's decision before selecting the format most likely to support it. In many investigations, several products may be produced from the same body of analysis. A strategic assessment may identify an emerging organised crime group, leading to individual subject profiles, network analyses, threat assessments and tactical assessments as the investigation develops. 

The choice of product should therefore reflect the decision being supported rather than the analyst's preferred reporting style.

Intelligence products support decisions

Although intelligence products vary considerably in structure and purpose, they all exist for the same reason: to help people make better decisions.

Whether the product is a subject profile, a threat assessment or a strategic report, it should provide more than information. It should explain what the information means, why it matters and how it contributes to the customer's understanding of the problem.

A well-chosen intelligence product ensures that good analysis reaches the right people in a form that is clear, relevant and actionable. Ultimately, that is the purpose of intelligence itself.