In the very complex global world of regulation, copy rights, licensing issues to name a few, there is ample potential for error and serious legal implication. The intelligence unit needs to exclude and eliminate related risks. Meaning: Market & Competitive Intelligence needs to be acquired, gathered, indexed and shared in legally sound and ethically waterproof ways.

Safeguarding information and data should be a major concern for any organization. Especially in times where electronic access and connectivity provide easy entrance, security measures should protect intellectual assets better than ever. 

Intelligence, counter intelligence, defense, risks and threats need to be detected and eliminated very early in any business activity that crosses systems and information boundaries in an ongoing fashion; especially the field of business intelligence in a broader sense is exposed to increased security threats.

In the very complex global world of hierarchies, differing managerial styles and cultures as well as individual mentalities (oftentimes influenced by geo-political and economical dynamics) the Market & Competitive Intelligence department would be in need of a knowledgeable HR partner who can consult on the above variables whenever apparent, so it can be avoid/overcome to experience any cultural or other differences, pro-actively.

Resource allocation and securing capacities and budgets internally and externally is another important consideration that impacts success or failure of an intelligence operation inside an organization significantly. As a firm part of project development and role profiles, resources need to be agreed upon by all stakeholders and particularly management.

When talking about risks within an intelligence context there are regularly two areas most dominantly mentioned: counter intelligence and the business risk NOT to entertain any serious intelligence program.

As for any business investment area, market & competitive intelligence finds multiple constraints in the market place and internally. Resources, trust, faith into the value proposition, cost implications, staffing, and strategic fit are just a small list of potential constraints.

The organization of an intelligence unit depends on many factors. Size of operation, view points, strategy, competitive environment, target industries, markets covered, history, threats, risks and many other elements. Also the intelligence focus is an influencing factor for an organizational setup.

Intelligence functions might have to be governed as much as other business disciplines. Keeping view point focus, intelligence users aligned and spending under control as well as legal and ethical policies active and followed could be some of the governed intelligence activities and responsibilities.