Presentation at the Bernadotte Academy in 2007 by Infosphere CEO Mats Björe about the concept of OSINT. Examples from tools like Silobreake is included

1. REINVENTING OPEN
SOURCE INTELLIGENCE
A catalyst for change and sharing
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presentation; it is not a complete record of the discussion.

2. COMMON SENSE IS BEING INSTITUTIONALIZED
Open Source Intelligence (OSINT) is an intelligence
A definition that puts a gathering discipline that involves collecting information
question mark if Open Source from open sources and analyzing it to produce usable
Intelligence should just be intelligence. In the Intelligence Community, the term quot;openquot;
coined as Intelligence refers to overt, publicly available sources (as opposed to
overt
covert or classified sources).
1
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3. OUR VIEW OF ( OPEN SOURCE) INTELLIGENCE
•Sharing is power
•Somewhere in the world, there
Methods &
is someone that can aswer your
Management
question
Philosophy
•Methods that constatly devlops
as technology, sources and laws
changes
Sources Technology
2
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4. INFORMATION SOURCES FOR A ”NEW” INTELLIGENCE CONCEPT
• Libraries, Internet, Open
Conversations, Broadcast media
Free and for fee • Content aggregators, Research
firms, Consultancies, Speicalty
p y
information
Databases
• Monitoring
• Legal constraints
• Geospatial contraints
Limited access
• Ethical constraints
information • Offensive recruting
• Remote monitroing
• Forced entry
• Human eliciting
Propritey and
• Theft
Classified information • Hacking
• Eavesdropping
3
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5. The cultural heritage from the Intelligence community is not a good fit for effective Open Source
Intelligence/Information.
Same,
Same but ...oh so different – or?
oh
Governements Corporations
• 194? • +77 Million
• Need for intelligence • Need for information
•Create isolated units even •Uses a mix of consultants,
within a nation.
ithi ti research reports, in-house
h tih
knowledge.
•Collect, Store and Re-
Retrieve, React. •Buy, Compare, Analyze and
Act
•Enforces existing methods
on new media •Benchmark and create
rules for market leadership
•Build own systems based
on existing rules and
ii l d •Buy rights to use
culture information and to share (if
needed)
•Violates copyright rules to
save money
4
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6. OPEN SOURCE INTELLIGENCE IS UNFORRTUNALTY
DRIVEN BY TECHNOLOGY AND NOT BY NEEDS
WONDERFUL. MAKE SOME
WE HAVE CREATED A COMPUTERIZED,
PHOTOCOPIES AND ROUTE IT
INTERACTIVE ARTIFICIAL
AROUND.
INTELLIGENCE PROFILING INTRANET
BUT I REALLY ONLY ASKED
DEVICE FOR THE UN WITH ENTITY
FOR THE NAME OF THE
EXTRACTION AGENTS AND
GENERAL SECRETARY OF THE
VIZUALIZATION. I CALL IT THE ”I -
BERNADOTTE ACADEMY.
CENTER” AND IT IS RESTRICTED TO 4
COMPUTERS.
5
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7. OUR CORE BELIEFS ON INTELLIGENCE STRATEGIES
1. Intelligence-based strategies begin with strategy, not
intelligence
i t lli
2. Intelligence-based strategies are not strategies unless you
link them to traditional measures of performance
p
3. Executing a intelligence-based strategy is not about
managing intelligence, its about nurturing people with
intelligence & knowledge BELIEFES
4. Organizations leverage intelligence through networks of
people who collaborate, not through networks of technology
that interconnect
5. People networks leverage knowledge through organizational
‘pull’, rather than centralized information ‘push’
pull push
6
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8. MARKET AND INTERNAL CONDITIONS CREATE STRATEGIC
IMPERATIVE FOR INTELLIGENCE MANAGEMENT
Market drivers
• Companies and organizations
p g Objectives:
are increasingly creating
differentiation through
• Leverage
intangible assets (such as
individual ,
knowledge and relationships)
external and
rather than physical assets
institutional
• Expertise-driven services are
becoming a high-margin intelligence
Effective Intelligence
component of a company’s
company s
/organizations offerings Management • Reduce
duplication of
Internal drivers
effort and
• High turnover in many
“reinventing the
companies / organizations
wheel”
creates a need to
institutionalize knowledge
• Functional experts are often • Prod ce better
Produce
hidden within the organization ideas an execution
and not readily accessible
• Learnings from one project are
not recorded and carried over
to the next
7
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9. THE FRAMEWORK FOR INTELLIGENCE MANAGEMENT IS
COMPRISED OF 3 COMPONENTS
Ensure Intelligence is up
Agree on what you need to
to date on “what you
know and incent contribution
know” and “who knows
k ” d“ h k
of intelligence
what”
Creation
Codification
• Design data input
• Create community of
channel and forums
experts and identify “First
First
• Incentivize contribution
Alerts”
of intelligence
• Segment knowledge by
• Tie contributions to
– Function (e.g., service
performance
fault type)
management
– Sector
(e.g., analysis, memory)
• Develop process for
Sharing
updating and maintaining
information and
organization
Establish wide access to people and databases
• Access Intelligence through multiple channels
– Workshops, meeting forums
– Web-based Intelligence sharing (chat rooms, downloads)
– Training
• Ensure capability base for the organization
– Qualification testing
8
– Performance management and review
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10. BUILDING A FOUNDATION OF INTELLIGENCE MANAGEMEN
Channels
• Maximize ease of input
• Leverage existing collection
mechanisms (e.g., service reports)
Creation
Incentives Codification
• Provide quick, easy access to
submitted Intelligence as a tangible
result of efforts
• Establish minimum standards for
expected contribution
• Off rewards and recognition for
Offer d d iti f
outstanding efforts (e.g., most Sharing
downloaded document)
Performance management
Formally integrate knowledge
/intelligence contributions into the
/i t lli t ib ti i t th
evaluation process, with clear metrics
outlined and communicated 9
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11. BUILDING A FOUNDATION OF INTELLIGENCE MANAGEMEN
Data Codification
• Institute a codification effort to
categorize/prioritize/distribute
information to make access as easy
and fast as possible
Creation Codification
• Perform periodic purges to prune
outdated or superceded documents
People Network
• Formalize the community of experts
through a “First alert” or similar
Sharing
mechanism to leverage
organizational intelligence
• Integrate document and people
network by providing a contact
mechanism to link useful documents
to their authors
10
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12. BUILDING A FOUNDATION OF INTELLIGENCE
MANAGEMENT
Training
• Emphasize use of the intelligence
management database during training
Creation
• Regularly audit training program to ensure Codification
use of latest intelligence
• Use qualification testing to ensure
capability base
Communities of practice
Sharing
• Institute regular events to encourage
cross-organizational Intelligence sharing
• Emphasize sharing through support of
informal communities
11
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13. I want 5 lines Not 5 pages!
When?
So what?
What
Wh t if?
Why?
Who knows about..
Where Do I find?
Is this really true?!
Customers want answers - not lists of documents; they need a single
view of a business context integrating both structured and
unstructured information; and they demand decision support solutions
rather than heavy IT infrastructure requiring expensive integration.
Analysts believe the growth of enterprise information management will
be greater than that of ERP in the late 1990s.
12
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14. OPTIONS & TIME
Real
Options
Quality of analysis
Theoretical
Mainstream Time
press
Public
Knowledge
13
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15. Early Warning Late R
L t Reaction
ti
Quality of Data Synthesized
Raw Quality of Data Synthesized
Chat Personal Online
SMS
Rooms
Web
Personal New
News
Sites
Sit
Web
Wb Sites
Groups Sites
Chat Personal
Online
Rooms Web Personal Alternative Trade
News
New
Sites Web
Groups Press Patents Publications Periodical News
Sites
Sites
Personal Trade
Online Online Magazines Magazines
e-commerce Web e-commerce Patents Publications
Chat
sites sites New New
Sites Periodical
Rooms
oo s Personal Online Sites Trade
Sites Alternative
Alt ti Magazines
News Chat Web
Personal New Publications Research
Groups Rooms Blogs Press Academic
Sties
Web Sites Reports
Personal Alternative Publications
Sites
Chat News Research
Online
Web Press Patents Trade News
Rooms Groups Reports
New
Sites
Personal Publications Magazines
Chat Offline
Online Sites Online Patents
e-commerce Web
Rooms Chat News
New
sites Sites New
Rooms
Sites
Sit
News News
Chat
Groups Groups
Grops Rooms
MMS
Timeless of Data
Instantaneous Timeliness of Data Historical
Monitor
Search Receive
Shape Control Follow
Active Passive
14
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16. CONCEPTS,
CONCEPTS METHODS

17. PROCESS OF CREATING VALUE FROM INFORMATION
Client Requirement/
Feedback
Planning
Dissemination
Planni
Taskin
Dissimnate Collection
Production
Collect
Analyze
Analysis
Processing/
Exploitation
ANALYTICAL TRADECRAFT HAS CHANGED
16
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18. INFORMATION VALUE CHAIN
LEVEL OF SYNTHESIS (ANALYSIS) AND CONTEXT
( )
FUTURE PROACTIVE
PAST PASSIVE PRESENT ACTIVE
Contextualized
Consequences
Categorized
Connections
Calculated
Conversations
DATA INFORMATION INTELLIGENCE
Corrected
Chances
Ch
Condensed
Compared
Connections
Calculated Intelligence becomes information
when not needed
Data becomes information when asked for
Information becomes data when not needed
INFORMATION VOLUME
17
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19. RE-THINK, BREAK SOME RULES
COLLECT STRUCTURE PRESENT
Relate Multi-media
Digital
Di it l
Interactive
Formatting
Analogue Converting Accountable
PUT IN A
VALIDATE ANALYZE
CONTEXT
In Context
Geospatial Compare
All levels
Relations
Analouge
Time Recycle
18
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20. KNOWLEDGE OBJECTIVES & TEMPUS
FUTURE
PRESENT
PAST
IDEAS
POSITION OPTIONS
INTENTIONS
FACTS MARKETS
INVENTIONS
GOVERNMENTAL SOCIAL POLITICAL TECHNICAL
INTELLECTUAL FUTURES PARTNERS KNOW WHO
PROPERTIES
COMPETIITORS MARKETS PRODUCTS & BENCHMARK
CUSTOMERS
19
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21. Road map
PRIORITISATION OF INTELLIGENCE ISSUES
ORG-dependent
Not ORG issues
dependent
Key target areas Consider
Objectives and
1.
Service
3.
Regular
7. Non-ORG Deprioritise
strategy
taxonomy
Intelligence
communication
Information
5.
requirements
Information
2.
system
definition and
High
h
policy
supporting
ti
awareness
Template driven
4.
policy
within
production
Change “Events
6.
government
driven”
olution
information
Ad-hoc
11. collection to
Scheduled Security
8. 12.
Estimat value of reso
Intelligence Events driven
driven revision &
requirements Intelligence
intelligence policy creation
Medium
definition analysisdriven
Analyst
9.
within intelligence
government
ted
13. Reconfigure External
10.
office information
support
pp
Low
w
Hard
Hd Easy
E
Ease of resolution
20
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Source: Infosphere No part of
from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

22. Road map
IMPLEMENTATION LOGIC FOR IM: PYRAMID APPROACH
A pyramid approach to implementation means that each successive phase builds on the previous one. Phase
1 is the right time for “no regrets” moves – i.e., actions they will have to take. Phase 2 is the time to build up
g g y p
analytical capability & know-how, and Phase 3 is the right time to do needed organizational changes and
strategic redesign.
Additional tools?
Organizational
Advanced
Additional phases redesign?
training of
staff?
Phase 3: 2007
2
1 3 4
Capture value form analysis
Analyst External Customer
Extended Ad
driven information satisfaction
hoc service
intelligence support audit
Phase 2: 5
1 2 4
3
2006
Scheduled Mini audit-
XXX -wide Establish Events RFI-survey
Build up analytical capability driven health
roll out and driven Intelligence within
and coordinated information products check up.
training products government
Structure
Phase 1: 2005 1 5
3
2 4 6
Choose ECM Establish service wide Establish Pilot and test
Strategy and Establish an
Put foundations in place IM system for system in a small
objectives Information system guided
Office templates standardized gp
group reducing g
communication Policy including and scope
processes child deceases.
service taxonomy of design for standardization
21
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Source: Infosphere No part of it may be analysis
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23. Some OSINT advocates belive that you can get 80% of what you need from OSINT. We belive
that is almost 100% if you first decide what you really need.
WHAT YOU CAN GET
2
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2
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24. A ONE SYSTEM DREAM?
TWO?
27?
A snapshot
It depends on your
requirements

25. Who is the real information enemy?
Sounds great, I read Yeah whatever,
that portals will change our as long as
I need your signature for
life and will connect the I will have this on
the corporate information
hidden gems in my CV, and no one
CV
software acquisition
Illove this
h
our company. interferes with
portal
Will be great to tell my project
approach!
our board that we
What a
have a Intelligence Portal!
g
change!
IT staff too often get carried away with adding functionality and data that the
end user j t d
d just does not need.
t d
Organizations need to look beyond technology and its architecture when
implementing tools, and consider a much broader integrated focus that
simultaneously addresses organizational and process issues
24
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26. OVERVIEW
One of the most common challenges among clients is to store and the retrieve information in
various formats in an user-friendly environment that also is open for further exploration in
various tools
tools.
• Tools offered on the market as “ the solution” are often expensive and
the ROI is low
EXPENSIVE
• Maintenance cost high, changing the system higher.
• Tools are crowded with technical solutions and gadgets that makes
simple tasks cumbersome and time consuming.
p g
COMPLICATED • High threshold for training
• Not targeted to the organizational objective.
We need a system that is simple, scalable, open and we do not
want to have consultants hanging behind our shoulders. It
should be good enough in many tool areas
areas.
Go cheap, go simple, go now… 25
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27. MANAGING CONTENT, TEXT, DOCUMENT, IMAGES, AUDIO
Simple…
Simple only what you need, but structured in a simple organizational taxonomy
need taxonomy.
26
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28. TEMPLATE BASED PRODUCTION
27
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29. UNIFORM OUTPUT FOR OWN PRODUCTION
28
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30. INFORMATION MANAGERS ALTERNATIVE VIEW
29
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31. LEVEL 1 OVERVIEW OF A MAIN TOPIC
30
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32. THE ANALYST VIEW WITIN THE IM PORTAL
31
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33. OVERVIEW
Start with an overview of what is happening in general in you area of interest
32
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34. CLUSTER TO REDUCE VOLUME
Articles that deals with the same general content in the same timeframe.
33
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35. CLUSTER TO UNDERSTAND DEVLOPMENTS
34
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36. VIEW A CHAIN OF EVENTS
35
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37. VIEW A ENTITY 360
36
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38. Switch to structured background data
37
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39. FOCUS ON A COUNTRY – VIEW 360
Start with an overview of what is happening in general in you area of interest
38
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40. FOCUS ON AN ORGANIZATION
39
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41. GET NEW INSIGHTS
40
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42. READ IN DEPTH, IN CONTEXT
41
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43. READ IN DEPTH, IN CONTEXT
The h t b l
Th chart below shows GM’s stock price, credit spread and related news article volume over ti
h GM’ t k i dit d d ltd ti l l time. Th ch
The h
also annotated by headlines on days with big moves in the chart, providing a multi-dimensional overview a
suggesting what news may have affected GM’s market prices or vice versa
42
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44. PATENTS
The search result for
“ethanol” provides
related patents,
structured data about the
compound and its
taxonomy belonging,
t bl i
charts illustrating patent
publication trends and
the most relevant
inventors, grantees and
legal representatives as
well as related
compounds, keywords,
p ,y ,
processes, reactions and
subclasses. Every item is
clickable for drill-downs
and equivalent 360-
360
degree views.
43
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45. FIND KEY CLUSTERS OF PEOPLE
The visualisation tools can be
used to cluster the most
prominent inventors (and /or
any other entity/term type)
around a specific company
(deduced from the patent
data) for competitive
intelligence p p
g purposes
44
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46. GOOGLE
45
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47. KARTOO
46
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48. EXALEAD
47
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49. FACTIVA
48
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