Counterintelligence
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Counterintelligence and how to protect company information
Protection of a company's confidential information is the goal of business
counterintelligence (business CI). Intelligence, in the context of business, refers to data
that aids in making decisions and gives a competitive edge. In this context, "counter"
means to reply or react negatively to something, and "counterintelligence" refers to data
and methods that might be utilized to protect against threats. Though the terms are
often used interchangeably, commercial counterintelligence and competitive intelligence
serve distinct purposes (González-Díaz et al., 2021). Information collecting is the main
objective of competitive intelligence, while information security is the main focus of
business counterintelligence. Therefore, all efforts made to prevent competitors from
gaining actionable intelligence about your organization fall under the umbrella of
"business counterintelligence."
Using counterintelligence, the Nike company may keep sensitive information
secure from outsiders. To combat information collecting attempts and threats, a
company's security department must have a thorough familiarity with the company's
business, objectives, strategies, and plans, as well as knowledge of the company's
rivals (intentions and capabilities) (González-Díaz et al., 2021). Finding out what data
needs to be shielded, for how long, and from whom is the first order of business. After a
highly guarded secret has been stolen, there is nothing a corporation can do to recover.
In this case, the adage "an ounce of prevention is worth a pound of treatment" rings
especially true.
Briefings designed to raise employees' consciousness about the importance of
protecting company data are the next step. While many businesses spend millions on
firewalls, access control, and other forms of physical protection, just a minority provide
their employees with counterintelligence awareness training. Employees who aren't
aware of the methods and procedures used to steal trade secrets will render even the
most effective security measures ineffective (Shear, 2009). Nike company need to
implement protective measures, such as keeping an eye on their own environment and
operations to detect any potential outside interference. Surveys and counterintelligence
audits should involve outside parties. Suppliers and sellers might strengthen their ties to
rivals over time.
The industrial spy will resort to technology if he or she is unable to gain access to
Nike or its employees through any other means. Electronic and technological threats
can be uncovered through routine TSCM surveys. Counterintelligence operations
including the detection and investigation of hostile technical devices planted by an
enemy for intelligence gathering are known as "technical surveillance countermeasures
(Shear, 2009)." Despite its focus on data safety, this method can also be used to
evaluate the security of other, more vulnerable infrastructure and identify areas where
personnel or visitors may be at risk due to ignorance or lack of training. As the Nike
company evolves, so must its security measures. However important it is,
counterintelligence cannot be done effectively if it is added to an already full plate. It
must permeate the whole company (González-Díaz et al., 2021). To safeguard people,
property, etc., calls for a diverse set of abilities and tools.
Strategies or action plans to counterintelligence
First and foremost, the goal of business counterintelligence is to increase
security by preventing sensitive information from falling into the wrong hands.
Therefore, for instance Nike company covers the obvious and legal collection activities
that might hurt it and damage its ability to compete in its market, it includes the more
aggressive and unlawful information gathering (espionage) that can occur.
By making it more challenging for competitors to gather information, Nike detect
risk signs, prohibit unlawful actions like electronic eavesdropping, and carefully control
important information that a company publishes about itself. There are active and
passive parts to counterintelligence (Francq, 2001). Defense and prevention are at the
heart of passive counterintelligence's approach, which is why it includes tools like threat
briefings, countermeasures for technical surveillance, defensive software, and
penetration testing.
When compared to passive counterintelligence, active counterintelligence has its
own unique characteristics. If a threat or hostile entity is identified, active
counterintelligence can investigate and carry out actions to stop any ongoing threats or
eradicate them entirely (Francq, 2001). As Nike uses it proactively, it can also be
thought of as a form of collection. Nike need accurate and detailed intelligence about
their rivals' plans, abilities, budgets, and resources in order to counteract any potential
threats they may face.
Where no formal counterintelligence organization exists, Nike company and
security managers must remain vigilant at all times. In Asia, as elsewhere, private
intelligence is a booming the Nike company. Indeed, coincidences do not exist. The
idea that coincidences do not occur by chance is central to the field of
counterintelligence (Shear, 2009). As soon as a business starts to notice a pattern of
unlucky occurrences, it may be too late. Companies should have counterintelligence
procedures in place to detect the early warning signs of industrial espionage and
intelligence operations.
Admitting the need for business counterintelligence is an admission that existing
security and protection measures are and have been insufficient. Many people also
believe that counterintelligence is not necessary because South Africa does not have
the threats that it counters (Francq, 2001). Actually, many small businesses are
attacked due to the complete absence of any security or countermeasures. That is why
Nike has invested in information security and counterintelligence if they are to maintain
competitiveness. Management at Nike believes that incorporating counterintelligence as
an integral component of the business plan will improve the company's standing in the
market.
References
Francq, A. (2001). The use of counterintelligence, security, and
countermeasures. Managing Frontiers in Competitive Intelligence, Quorum
Books, Westport, 40-50.
González-Díaz, R. R., Acevedo-Duque, Á. E., Santos, L. G. G., & Cachicatari-Vargas,
E. (2021). Business counterintelligence as a protection strategy for
SMEs. Entrepreneurship and Sustainability Issues, 8(3), 340.
Shear, C. J. (2009). Business counterintelligence: sustainable practice or passing
fad? (Doctoral dissertation, Stellenbosch: University of Stellenbosch).
