1) Decision makers often ignore or reject intelligence that does not align with their preferences, leading to intelligence failures. Analysts tend to provide objective assessments while decision makers want intelligence that supports their desired course of action.
2) Effective intelligence analysis requires close cooperation between analysts and decision makers to ensure the intelligence provided addresses the decision makers' needs. However, too close a relationship can compromise objectivity while too much distance prevents proper guidance.
3) For competitive intelligence to be useful, it must influence decision makers' actions, whether by changing policies, improving implementation of decisions, or altering competitors' behavior. Regular dialogue is needed between analysts and decision makers to build understanding and ensure the intelligence makes a real impact.