Competitive Intelligence Personnel Dilemma: Marketers or

[Бедеров Игорь Сергеевич]

Re: The personnel dilemma in competitive intelligence: "marketers" or

The principal position of the author is the difference between a marketer and security is understandable. However, I’ll add my opinion ... In my practice, it turned out that, as the head of the Security Council or a consultant involved, I came across a large number of fraudulent schemes. These schemes were developed and implemented directly by smart managers.

And the manager and the marketer, I’m sure, will seem the same to the majority. For example, with the Metrica Security Council for a long time I was a deputy - from the sales people. However, the Security Council has recently wallowed in managers' schemes ...

I believe that it is not the job title that makes the professional, but his qualities and dedication to work.

 

[Ющук Евгений Леонидович]

Re: The personnel dilemma in competitive intelligence: "marketers" or

And the manager and the marketer, I’m sure, will seem the same to the majority.

Likewise, most "marketers" seem to be the same "siloviki." They do not have the same understanding that operas from SVR, BEP, Ugrozysk and FSB are not the same people. They don’t even have an understanding that the Bailiff and the OMON fighter are people with different skills and approaches.

So, in fact, that's why the article appeared.

I believe that it is not the job title that makes the professional, but his qualities and dedication to work.

Well, that is a given. There is only one point: a person usually comes into the profession because it corresponds to his mentality. And then also the profession begins to exert influence on the person, creating, ultimately, occupational deformation.

It is clear, after all, that a dedicated kindergarten teacher with 15 years of experience and a dedicated SOBR fighter with 15 years of experience are very different people. And not only because of 15 years of experience, but also because at the time of choosing a profession they were already different.

Therefore, the human background is important. therefore, the separation of "marketers" and "security" is needed. and to impose this division on each concrete candidate to occasionally make sure that he is an exception to the rule is not a problem.

 

[Роберт]

Re: The personnel dilemma in competitive intelligence: "marketers" or

I am joining. When a contract is blocked, a rationale is usually written with details of the reasons. Very often overpriced. And not at times, but hundreds of times !!! And one of the versions: overpricing for "rollback". Managers are preparing deals. Such a thing, and everywhere.

 

[Ющук Евгений Леонидович]

Re: The personnel dilemma in competitive intelligence: "marketers" or

I am joining. When a contract is blocked, a rationale is usually written with details of the reasons. Very often overpriced. And not at times, but hundreds of times !!! And one of the versions: overpricing for "rollback". Managers are preparing deals. Such a thing, and everywhere.

Robert, you, as I understand it, are trying to tell why the Security Council is important. So nobody argues with that. The question is completely different.

Is the motor in the car important? Undoubtedly - because without it, the machine will not move on its own.
Are brakes in the car important? Undoubtedly, because without them, the car will crash.

Now look at the situation through the eyes of the leader or designer. Him that the motor, that the brakes are equally external elements, he himself does not apply to them. his task is to arrive from point A to point B in the shortest possible time, and without breaking the car. And he begins to think - to strengthen the motor or brakes and in what proportion.

And the story of brake pads and drums about their importance does not make any difference when it comes to overcoming a long climb. And the story of the motor about its power does not matter when it comes to traffic in a traffic jam with a torn high-speed mode. And one thing is important for the boss: do not mix up when to strengthen what. This is what we are talking about.

 

[Бедеров Игорь Сергеевич]

Re: The personnel dilemma in competitive intelligence: "marketers" or

Who does not risk, he does not drink champagne. I’m probably a safe, though I didn’t have a professional deformation. He served there, not like the others, and not so long ...

My position is to reveal this overpricing and conspiracy and show it to management. In some cases, really needed people are fed from this overestimation. And in a number - attackers are managers. In reality, the work of a security guard is invaluable, on the contrary, they scold that you are not letting it develop.

Therefore, I try to come and taxi out when it’s bad, to come already prepared for a collision. In one case (trade security) they asked and I steered out the situation with thefts - losses were reduced by 8 times! These are indicators, according to them, our brother is remembered, and not by routine work, unfortunately.

Yes, and we must not forget how many amateurs (even colonels) in the security market, this also lowers the status of the industry.

 

[Роберт]

Re: The personnel dilemma in competitive intelligence: "marketers" or

Yes. This is probably correct. I'm not trying to overestimate the importance of motors and pads: D
Just weird. It seems that you clearly distinguish between specializations. You want to say that a scout from a counterintelligence still does not work: D? Different approaches and mentality.
Not at all like that.
Here I was taught counterintelligence exclusively by retired scouts. It turned out very interesting. And to look at a situation from two opposite points of view creates a certain information volume. And you begin to understand the logic of leadership decisions.
As I was taught: - Listening to what someone is saying, understand what he is thinking.
: D
And the eyes (or rather brains) of the leader are needed to choose the right accident-free path to achieve the goal. Unfortunately, a lot of smug selfish leaders are on the sidelines.
Maybe for the better? : D: D

 

[Ющук Евгений Леонидович]

Re: The personnel dilemma in competitive intelligence: "marketers" or

It seems that you clearly distinguish between specializations. You want to say that a scout from a counterintelligence still does not work: D? Different approaches and mentality.

Yes, this is not an impression; I really say that. And by the way, not only me, but also state intelligence officers. If you aim to search for friends, even among enemies, it will be difficult for you to search for enemies even among friends. And for some it’s completely unrealistic.

“Difficult” does not mean that it is impossible in any way. This means that "mediocre" - most likely, will succeed, but "best of all" - is unlikely.

Here I was taught counterintelligence exclusively by retired scouts. It turned out very interesting. And to look at a situation from two opposite points of view creates a certain information volume. And you begin to understand the logic of leadership decisions.

And, from the point of view of "pure counterintelligence", many would probably, if you hadn’t condemned, then you would have to retrain.

By the way, in addition to mentality, there is also a question of habit. For example, a counterintelligence agent works on its territory, and an intelligence officer works for someone else's. These are completely different opportunities and requirements for the same secrecy. This also leaves its mark on the choice of solutions.

And the eyes (or rather brains) of the leader are needed to choose the right accident-free path to achieve the goal. Unfortunately, a lot of smug selfish leaders are on the sidelines.
Maybe for the better? : D: D

I think that for the best - this is not to be on the sidelines. who is quite good (i.e. at an average level) is able to lead when he understands the situation. But at the same time he himself cannot understand the situation, he needs a hint. Here, the article fulfills the role of this hint on a number of issues.
Then only those to whom only there is a place will fall on the sidelines.

 

[Бедеров Игорь Сергеевич]

Re: The personnel dilemma in competitive intelligence: "marketers" or

I would also separate the areas of intelligence and counterintelligence. They are taught in different ways.
A banal example, I graduated from the TsPSS, this is separate from the police school. By orders it is considered that since the personnel of 7 can be involved in existing employees, they should be trained separately. And they work separately and there is more order.

Because in intelligence you are, for the most part, dependent on yourself in a hostile environment. And counterintelligence - you are operating at home.

 

[Роберт]

Re: The personnel dilemma in competitive intelligence: "marketers" or

In order to combine these two aspects, you need to try not to have friends at work: D, and enemies too. : D Then it’s easier to search.
Well, both of them are now working on their territory. This is also common.
Retrain? I am very stubborn.
He lived on the motto "Received the order, do it right" or "Received the order, Do it your way!" : D
We must strive to combine the best approaches from all areas. And it can be done well.
This is how our military surgeons perform operations for almost any wounds, and in the US specialization (someone operates on his legs, someone's head: D)

 

[Бедеров Игорь Сергеевич]

Re: The personnel dilemma in competitive intelligence: "marketers" or

So we come to the well-known statement

there are people and PEOPLE, i.e. who CAN, HAVE, WANT ....

And I would like to be a generalist in my field. For which I always learn new and open to him.