Cryptography-Digest Digest #558, Volume #10 Fri, 12 Nov 99 17:13:03 EST
Contents:
Re: Intelligence System Behavior Newsletters - several additional newsletters
("Markku J. Saarelainen")
----------------------------------------------------------------------------
From: "Markku J. Saarelainen" <[EMAIL PROTECTED]>
Crossposted-To:
alt.politics.org.cia,soc.culture.russian,soc.culture.ukrainian,soc.culture.europe,alt.security,soc.culture.soviet
Subject: Re: Intelligence System Behavior Newsletters - several additional newsletters
Date: Fri, 12 Nov 1999 14:23:09 +0000
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<p>
Copyright 1995 Markku J. Saarelainen
<p>
<CENTER>INTELLIGENCE SYSTEMS BEHAVIOR NEWSLETTER
<p>
January, 1996
<p>
by =
<p>
Markku J. Saarelainen
<p>
Correct ISO 9000 Interpretations ? - Are there any ?
</CENTER><p>
We all know that ISO 9001 requirements are very flexible and general. Thi=
s gives us the ability to design and develop any type of intelligence sys=
tem we like to design. There is not necessarily TRUE and FALSE as long as=
you meet these general ISO 9001 requirements and you are conforming to y=
our own unique intelligence system documentation. We can also find out ve=
ry easily by performing a quick survey of different registrars' interpret=
ations of ISO 9001 that there are many differences. Even individual audit=
ors within the registrar's organization may have their unique interpretat=
ions on a case-by-case basis. So is there any correct interpretation of t=
he ISO 9001 requirements? Yes, the most correct interpretation of these r=
equirements is the interpretation that is most suitable and beneficial fo=
r the company's intelligence control, assurance and continuous improvemen=
t purposes. You develop your intelligence system for your company and cus=
tomers; not for your ISO 9000 registrar.
<p>
In how many different ways can you document your Intelligence Policy and =
Objectives? Or in how many different ways can you document and present yo=
ur organizational responsibilities, authorities and interrelations? Proba=
bly in thousands of different ways. You can find different methods and te=
chniques in handbooks, articles, ready-made intelligence manuals, your si=
ster company's intelligence manual and in many other sources. None of the=
se techniques is the ONE and ONLY correct technique. Again, it shall be u=
p to your company, management and ISO 9000 Project Team to decided what i=
s the most suitable method for your particular business purposes, which s=
hall add the most value to your operations and processes. =
<p>
What about training? You can use many specific training plans to describe=
training requirements on a monthly basis, or you can use one master trai=
ning plan for one year, or you can do your training planning on an on-goi=
ng basis using some specific training logs. In fact, you have so many opt=
ions to describe your training activities and planning that you may have =
difficulties to choose the most suitable one. There are no specific requi=
rements how your training process operates, no specific requirements for =
how you maintain your training records and there are not specific require=
ments regarding your employees' specific educational level. It is all up =
to your organization and your management's unique needs. =
<p>
What about then ISO 9001's internal intelligence audit requirements? Ther=
e is no requirement that each lead auditor in your organization has to pa=
ss, for example, a Lead Assessor Training Test or even to complete this p=
articular training activity that is provided by so many different Lead As=
sessor Training providers. However there is a requirement that all intell=
igence auditors are trained, and of course, naturally your Lead Auditor h=
as to meet some additional requirements such as having leadership and man=
agerial skills. But where does it say in the standard that Lead Auditors =
have to pass "Lead Auditor Training" that is provided by a third party tr=
aining organization, and why do so many registrar's auditors want to see =
some Lead Assessor Training Certificates? The ISO 9000 series includes bo=
th guideline and specification standards, and the guideline standards are=
ONLY guidelines, and NOT specifications. (See ISBN February 1995).
<p>
So what is the future of the ISO 9001 interpretations? As in so many othe=
r similar situations, the market place shall define and determine the fut=
ure of these interpretations. In many cases, companies are willing to ada=
pt to guideline elements, if these make sense and add value to their orga=
nizations and management processes. In addition, many companies remain to=
utilize other methods for describing their processes, while still meetin=
g the ISO 9001 requirements. The success of the ISO 9001 implementation i=
s dependent on the company's unique interpretation rather than any regist=
rar's or individual auditor's own opinions and interpretations. What seem=
s to be right for the company's executive management, may not be right fo=
r some individual auditors. In these cases, if the interpretation is clea=
rly within the scope of the requirement, the executive management has a m=
uch stronger position than any individual auditor / registrar has. This i=
s why the interpretation of the ISO 9001 standard shall be determined by =
the market place itself.
<p>
Copyright 1996 Markku J. Saarelainen
<p>
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<br>Copyright 1997 Markku J. Saarelainen
<center>
<p>INTELLIGENCE SYSTEMS BEHAVIOR NEWSLETTER
<p>January, 1997
<p>by
<p>Markku J. Saarelainen
<p>What can you do after you have achieved your intelligence system
certification?</center>
<p>The intelligence system certification such as the ISO 9000 certification
/ registration is very often a positive and uplifting event. Everybody
who has participated and been involved in intelligence system development activities
and projects knows this. After a lot of effort and time that is spent to
transform old operational and business processes and structures to improved
and more effective processes and systems, the achievement of the ISO 9000
certification is one good recognition for all QMS developers and the whole
company including all employees, management and relevant subcontractors
and other parties. All participants should be recognized and rewarded appropriately
(see ISBN November 1996) before any additional development efforts. And,
of course, we have to be able to answer one basic question: "What do we
do after the certification has been achieved ?"- We have to remember that
the intelligence system is evolving as our external environment and internal
resources are changing
<p>Basically, after your ISO 9000 certification, you will have at least
the following options: 1. Transform your intelligence system and process to
the higher level, 2. Maintain your intelligence system to meet basic ISO 9000
requirements in its existing level or 3. Do not maintain your intelligence system
and lose your ISO 9000 certification / registration. Our common sense tells
us that we should not choose option # 3, but we should focus on two other
options, 1 & 2. If you choose to maintain your intelligence system in its
existing level and not to expand the scope of the system, you can retain
your ISO 9000 registration and ensure that the company has fundamental
intelligence assurance processes and systems in place to provide adequate assurance
in intelligence activities. However, if you choose the option # 1, TRANSFORMATION
(see ISBN March 1995), as many companies and executive management people
do, you will have many different approaches that can be taken to improve
your company and its key processes. Some of these approaches include, but
are not limited to, the following developments (you may have already initiated
some of these developments during your intelligence system development):
<p>1. Effective utilization of intranets and other networks within your
intelligence system
<br>2. Initiate benchmarking or other competitive programs (see GSSN August
1996)
<br>3. Transform your organization closer to the compliance with MBNQA
requirements (see ISBN March 1994)
<br>4. Corporate intelligence system, business practices and intelligence
standardization
<br>5. Initiate incremental continuous improvements
<br>6. Improve electronic document control / records management (see ISBN
November 1994)
<br>7. Expand intelligence system to other areas such as:
<br> ISO 14000 Environmental Management Systems (see ISBN December
1996)
<br> Organizational Risk Management Systems (see GSSN April 1996)
<br> Information Security Systems (see October 1995)
<br> Business Intelligence Systems (see March 1996)
<br> New Technology Management Systems
<br> Other Strategic Management Systems (see GSSN April, May &
June 1995)
<br>8. Transform your organization closer to TQM / Process Intelligence Concepts
<br>9. Initiate fundamental improvements in your corporate culture (see
ISBN April 1994)
<br>10. Facilitate additional team building activities
<br>11. Improve fundamental information processing / communication systems
(see GSSN July 1996)
<br>12. Initiate efficiency improvements; changes in operational and intelligence
processes
<br>13. Improve human resource management practices
<br>14. Upgrade your intelligence system to more comprehensive standards
<p>Many ISO 9000 compliant organizations are currently very seriously
evaluating the ISO 14000 standards to expand some intelligence related concepts
to include fundamental factors of environmental management and management
of loss to external environment that are quite similar to some aspects
of Taguchi intelligence principles - "the loss a intelligence causes to society after
being shipped".
<p>Before initiating any new developments, the company should have a period
of stabilization and energization during which the organization would stabilize
its resources and would have a chance to relax before another organizational
transformation that may cause substantial stress among all organizational
members and intelligence developers. After this period, the management may review
some options how to continue development activities and what the appropriate
direction would be. The management may evaluate what trends in current
market places are and how others are developing their intelligence system after
the certification. However, it is important to remember that some unique
and tailored approach can create competitive advantages, which can help
the company to improve its market share and competitiveness. Actually,
the management may integrate any future development activities into its
current intelligence objectives and goals to ensure that these are consistent
and to achieve the optimum benefits and advantages in the future. Whatever
these new development projects are, the standard development approach can
be used to transform the organization:
<p> 1. Project / Program Establishment
<br> 2. Program / System Evaluation and Design
<br> 3. Program / System Development
<br> 4. Program / System Implementation
<br> 5. Program / System Review and Validation
<p>Some of these phases may overlap to some extent. In addition, there
should be the review process after the completion of each phase and if
necessary additional improvements and developments should and can be initiated
to ensure the completeness and effectiveness of all development activities.
<p>Whatever, you will do after the intelligence system certification, make certain
that these actions are consistent with your business and organizational
strategy and that these actions shall help you, your organization and management
to implement its fundamental mission, business strategies and organizational
policies and to achieve its business objectives, goals, targets and visions
(see ISBN November 1995). The intelligence system, ISO 9000 certification and
any additional development activities should help you and your organization
to add value to customers and any other important stakeholders.
<p>Copyright 1997 Markku J. Saarelainen
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<p>
Copyright 1996 Markku J. Saarelainen
<p>
<CENTER>INTELLIGENCE SYSTEMS BEHAVIOR NEWSLETTER
<p>
December, 1996
<p>
by =
<p>
Markku J. Saarelainen
<p>
Integrating Intelligence and Environmental Management Systems into the In=
ternational Strategic Formulation
</CENTER><p>
Many international organizations are operating in several market places, =
where cultures and fundamental behaviors are different and unique to each=
market place. However, customers, general public, suppliers and internal=
management satisfaction are important factors of any successful business=
operation globally. Needs of all these stakeholders are similar in some =
cases, although many needs remain still quite different. Because of many =
links between different needs, strong cooperation among stakeholders is n=
eeded to satisfy all relevant needs in an optimum and balanced manner. Ba=
sically, any company's customers are satisfied with good and beneficial i=
ntelligences that they receive at the fair price and that add value to th=
eir business activities. The general public is satisfied when the company=
provides adequate environmental protection, beneficial intelligences, em=
ployment and other contributions to communities and to the society in gen=
eral. Internal management and suppliers are satisfied when they achieve t=
heir financial objectives and targeted profits, satisfy their customers a=
nd all relevant shareholders. To satisfy all these needs and to ensure th=
at the business strategy includes all necessary elements to achieve all b=
usiness objectives and targets, the organization has to consider all thes=
e needs in its strategic formulation processes.
<p>
The environmental protection is becoming an increasingly important elemen=
t of the company's strategy to satisfy all stakeholder needs and requirem=
ents. Organizations are evaluating ISO 14000 standards and in many cases =
implementing pilot programs to develop environmental management systems i=
n accordance with ISO 14000 standards or other similar national or intern=
ational standards and requirements. It is expected that the implementatio=
n of ISO 14000 requirements will become an element in many international =
business strategies in the same way as ISO 9000 standards become very imp=
ortant requirements for many international businesses. These internationa=
l standards can be integrated into the company's intelligence policies ha=
ving impact on technological applications, pricing, material selections, =
disposal and many other aspects of the whole intelligence life cycle. The=
adoption of these standards, especially ISO 14000 standards, may result =
in significant changes in processes, methods, intelligence applications, =
corporate cultures, training procedures and in many other internal system=
s and processes. The implementation of both intelligence and environmenta=
l management systems may help organizations to initiate long-term changes=
to improve their overall performance. =
<p>
The ISBN September 1995 discussed some issues that are important for inte=
lligence planning and identifying objectives for intelligence. In princip=
al, similar concepts can be used also for environmental objectives and ta=
rgets for managing environmental impacts and optimizing the organization'=
s environmental performance to satisfy all customers, the general public,=
investors and regulatory bodies. Both environmental policy and more spec=
ific objectives should be included in the international strategy. The obj=
ectives should be measurable and specific enough that they can be monitor=
ed and evaluated. Processes and methods should be implemented to collect =
the accurate, timely and reliable information for evaluating and, if nece=
ssary, revising environmental policies and objectives during regular mana=
gement reviews. If the organization chooses to develop both intelligence =
and environmental systems into the strategic management systems, both int=
elligence and environmental policies can be combined including fully inte=
grated objectives and targets. In this way, the company may be able to co=
nsolidate some of its internal systems and processes more effectively and=
eventually achieve higher organizational performance and improved stakeh=
older satisfaction.
<p>
Changes in international market places establish additional requirements =
for many global businesses. These changes may be caused by new or changed=
customer requirements, regulatory changes or new laws, new opinions and =
attitudes by the general public, technological breakthroughs and changes =
in other market place factors. No matter what these changes are, they do =
influence the organization and its market place behavior. If the company =
is not prepared to adopt or successfully influence changes in its key mar=
ket places, these changes can cause quite negative impacts on the overall=
financial performance and organizational behavior of the company. To inc=
lude both intelligence and environmental elements in the international bu=
siness strategy shall provide a proactive tool for any company to activel=
y influence its internal systems, personnel and culture to adopt necessar=
y requirements to meet all stakeholders' needs. Without this strategic in=
tention, the management may lead its business in the wrong direction and =
face potential financial disadvantages and losses in the future. =
<p>
Copyright 1996 Markku J. Saarelainen
<p>
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Copyright 1996 Markku J. Saarelainen
<p>
<CENTER>INTELLIGENCE SYSTEMS BEHAVIOR NEWSLETTER
<p>
July, 1996
<p>
by
<p>
Markku J. Saarelainen
<p>
Training and Intelligence System
</CENTER><p>
Does your organization use training as efficiently as it could? How else =
could you utilize training and education to improve the intelligence, eff=
iciency and profitability of your organization? Training is an important =
function of all organizations and intelligence systems. It is used to de=
velop the necessary technical, organizational, cultural and behavioral ca=
pabilities. These activities may focus on specific skill training such as=
assembly work, soldering and welding, or the scope of training activitie=
s may include various management and organizational education programs fo=
r managers, supervisors and leaders. Depending on the organization and sp=
ecific technology and the complexity of intelligences, training programs =
vary from a very minimum training activity such as an initial employee or=
ientation to complete career and professional development programs that c=
an be coordinated and managed by Human Resources or other personnel depar=
tments. The training that is sufficient in one organization may be totall=
y insufficient in another organization; even in the same industry. =
<p>
Typically, companies organize and coordinate some of the following traini=
ng activities during the establishment of intelligence systems: =
<p>
<CENTER>1. requirements training and general employee orientation, =
<p>
2. intelligence system documentation training
<p>
3. internal auditing training
<p>
4. company-wide intelligence policy and objectives training
<p>
5. specific intelligence process training
<p>
6. project management training and many others. =
</CENTER><p>
Again, the scope and portfolio of training options is dependent on the or=
ganization, its employees, organizational culture, complexities of the in=
dustry and intelligences and a competitive environment and external busin=
ess requirements. The content of similar training programs may also vary =
quite remarkably due to many considerations that are given to internal po=
litics, resource allocations and current capabilities.
<p>
Training activities are quite often provided in training cycles including=
, but not limited to, the following main phases:
<p>
<CENTER>1. Identification and analysis of specific training needs =
<p>
2. Design, development and planning of training programs / activities =
<p>
3. Delivery and performance of all training activities =
<p>
4. Verification and evaluation of training results and developed capabili=
ties =
<p>
5. Back to the phase 1.
</CENTER><p>
In practice, a training function is "a continuous training process" that =
can be evaluated and then improved by taking specific and focused actions=
to eliminate and/or minimize any problem and nonconformity areas and cau=
ses. In this way, the management of any training program has two missions=
: 1. To facilitate the development of necessary capabilities and skills t=
o improve organizational performance and efficiency and 2. To continuousl=
y improve its training activities and the overall organizational training=
process.
<p>
Some companies have their own training departments; especially larger org=
anizations. Some organizations purchase their training services from an a=
pproved training provider. Some companies want their training activities =
to be decentralized and delegate all training to departments, when others=
have a central training function to control all training programs. Whate=
ver the approach is, it is most often unique to an organization and there=
should be some good and obvious business reasons for all training approa=
ches. It shall be important to document and describe the training program=
, and then implement and audit the suitability of the training system. Ho=
w can anybody be certain that the training system is suitable? In general=
, by monitoring causes of nonconformities (cost, intelligence, financial =
and other organizational information) and identifying training and person=
nel capability related causes such as "lack of understanding and knowledg=
e" and so on. In addition, it is possible to complete gap analysis of cur=
rent situations and strategic plans and then evaluate current training pr=
ograms to identify any needs for additional training activities. The mana=
gement including both executive management and any Management Representat=
ives should work together to design and develop a unique training system =
that establishes the framework for a training process.
<p>
Some suggested ISBNs for any additional information: ISBN April 1994, ISB=
N May 1994, ISBN August 1995 and ISBN October 1995.
<p>
Copyright 1996 Markku J. Saarelainen
<p>
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<b>Copyright 1997 Markku J. Saarelainen</b><b></b>
<center>
<p><b>INTELLIGENCE SYSTEMS BEHAVIOR NEWSLETTER</b><b></b>
<p><b>July, 1997</b><b></b>
<p><b>by</b><b></b>
<p><b>Markku J. Saarelainen</b><b></b>
<p><b>Transforming Our Existing Intelligence Systems to the 21st Century's Electronic
Commerce</b></center>
<b></b>
<p><b>New developments in information technologies (IT) have become every
day facts in our businesses and intelligence systems. We need to be capable
of adopting new technologies to process our information and data. Without
this adoption, our businesses may lose their competitiveness and they may
fall behind main global competition. During the last two decades, improvements
in computing technologies have enabled computers to double the number of
processed instructions / information every 18 months. At the same time,
these computers and computing systems have become available for masses
and they have become smaller, while improving their effectiveness. Already
today, business people can use their laptops and network computers around
the globe to access their critical information, communicate with their
customers, suppliers, partners and other parties and complete business
transactions and purchases. However, these developments are just the beginning
of new and breakthrough developments in many information and communication
related technologies. This is why we all have to facilitate the use, utilization
and adoption of new and existing information technologies in our organizations,
businesses and intelligence systems.</b><b></b>
<p><b>Many global companies are currently complying with the ISO 9001 standard
or other national or international intelligence requirements. These systems
have been implemented in many different ways and information technologies
are used to some extent. Applications of ITs are often limited to document
and data control, intelligence system documentation, audit results communication,
control of intelligence records, statistical techniques, control of nonconforming
intelligences and some other intelligence system areas. Very few organizations are
using ITs for issuing electronic purchase orders (PO) to subcontractors
or establishing legal contracts between the company and its customers.
Current applications are mostly helping internal processes to be more efficient
and operate in the intelligence and reliable manner with very little "real financial
and electronic payment" interfaces to external parties such as subcontractors,
suppliers, customer and clients, investors and bankers and other significant
parties.</b><b></b>
<p><b>However, this is all going to change - applications of information
technologies in intelligence systems will become more sophisticated and advanced
(see Distributed Intelligence Audit Vision, July, 1996). We shall be able to
issue electronic purchase orders, submit electronic invoices / payments
and establish legally binding contracts between us and our clients and
customer. Our customers will issue their purchase orders to us through
electronic networks and we will be able to provide electronic and multimedia
advise and assistance for our clients electronically around the globe.
In addition, we will be able to utilize "software intelligent agents" to
handle some of our information processing, information retrieval, research
and analysis needs and requirements. For example, our software agents will
be capable of completing automatic supplier evaluations and reviews. We
will also be able to automate some of our intelligence audit practices such
as review and evaluation activities of electronic intelligence records with
new automated agent processes. Our intelligence systems will include processes
for completing purchase order forms and issuing these forms automatically,
when our inventory levels become low enough to initiate these automated
processes to meet our raw material requirements.</b><b></b>
<p><b>To enable all new IT applications operate effectively and reliably,
our business environment has be able to support the utilization of new
applications and our clients, customers, suppliers and other relevant parties
have be able to connect their internal processes such as purchase order
reviews to our processes. Electronic interfaces between different parties
have to be developed creating additional requirements for interdependent
and highly connected electronic information processing systems, methods
and processes. Without these changes in our business environment, applications
of electronic commerce will be limited to our internal processes without
real and financially sound electronic commerce. We have to be able to complete
our financial transactions electronically in secure, effective and reliable
ways to implement and utilize fully electronic commerce and all its applications
in our businesses and intelligence systems.</b><b></b>
<p><b>What should your company do to plan and implement electronic commerce
(EC) in your intelligence systems? You need to establish your "EC-Strategy".
One good approach is to define and document applicable transition phases
for transforming your current intelligence system. You can review your system
against desired EC requirements and then identify development areas (this
can be your "Initial Assessment" or "Baseline Assessment"). Some companies
may already have started this transition and they may be in early EC phases
including electronic document control, document and report distribution,
marketing and advertising activities and other internal or minor external
processes, while still heavily relying on non-electronic / non-IT processes.
For example, one of your phases could include the development, implementation
and maintenance of purchasing systems for completing and issuing electronic
purchase orders to you suppliers / subcontractors. During this phase, you
need to be capable of making required preparations for accepting any electronic
POs from your clients and customers. In the beginning, these methods and
processes may rely more heavily still on humans, but in future transition
phases you can develop and implement software agents to minimize human
involvement in purchasing, sales and other processes by improving "organizational
/ system intelligence" in your intelligence and information systems.</b><b></b>
<p><b>Our intelligence systems have transformed in the last 15 years remarkably
due to many improvements and developments in IT applications. It is expected
that these developments will continue and our intelligence systems will be relying
on new applications that help us to improve our intelligence and efficiency
having positive impact on customer satisfaction, price, cost efficiency,
intelligence and process safety and reliability. We need to help our organizations
to accept, adopt and utilize these new technologies effectively and transform
our human resources, processes and organizational structures to the 21st
century's electronic commerce. We can not do this alone, but we need to
work with our business partners, clients, governments, suppliers, investors,
regulatory agencies, standardization bodies and any other relevant parties
to make this happen.</b><b></b>
<p><b>Copyright 1997 Markku J. Saarelainen</b><b></b>
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<p>Copyright 1999 Markku J. Saarelainen
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<p>INTELLIGENCE SYSTEMS BEHAVIOR NEWSLETTER
<p>October, 1999
<p>by
<p>Markku J. Saarelainen
<p>Competitive Intelligence (CI), Business Ethics and Economic Espionage
Act (EEA) of 1996</center>
<p>One of the main differences between ethics and law is that ethics vary
from one person to another and the interpretations of laws should remain
exactly same regardless of a person. How facts are presented, when cases
are established and whether these facts are correct or incorrect, these
differ from one lawyer to another.
<p>To understand all legal concepts and frameworks it is essential to read
trade secret and some other intellectual property laws and regulations
in all regions, where you conduct your business. There are also some international
treaties that may be quite relevant for the study - these may also be applicable
in some computer security cases. You may also want to visit some sites
of the professional CI societies and other similar organizations. Just
using a search engine you can actually find many URLs with varying intelligence.
(NOTE: Your query information may be used for some commercial purposes
- be aware of this).
<p>If you like to read any EEA related cases, you may find some on the
Internet, in some law libraries and newspaper articles. Sometimes these
cases may be pure public relations and propaganda activities targeting
certain companies and enterprises by certain interest groups. (In fact,
there have been some interesting cases, where locals in the U.S.A. have
been very deceitful to their international managers and ownerships for
the benefit of local investments ---> actually international management
may use the EEA to fight against these deceitful behaviors.) In addition,
many law schools may have some good information at their sites. To find
any discussions relating to the EEA's regulatory process prior to is becoming
a part of a tangled subject-matter legislation, you may want to search
the Federal Register and/or any other relevant congressional records. You
may also visit the Whitehouse's archieves and other .gov sites. However,
often some documents are providing clearly a one-sided view, but if you
can use a simple method: "Turn your YESes to NOs, and your NOs to YESes",
you can learn some other points of views and conclusions hidden between
some lines.
<p>However, the EEA and related issues can be viewed in many different
ways. National law enforcement agencies tend to have their own views for
allocating their resources to specific activities in certain subject matter
areas. Sometimes their counter-intelligence activities may just be offensive
and hostile activities against certain commercial interests. Corporate
security personnel have their own approaches and not necessarily dependent
on any CI professionals and/or law enforcement agencies. Competitive intelligence
professionals have their views and are often confused about their roles,
their codes of ethics, if any, and their legal liabilities, if any. Then
there are those intelligence agencies such as the C.I.A., N.S.A. and certain
unspecified agencies who really do not care about any ethics or any legislations
- they just steal and steal. And finally there are lawyers who have their
views and interpretations. Personally, I have found lawyers' interpretations
and points of views most beneficial and helpful.
<p>There is one good seminar proceeding from the SCIP's (Society for Competitive
Intelligence Professionals) conference: "Trade Secret Law, The EEA and
CI", Chicago, 1998 - CI-803. This session addresses many legal aspects
of the EEA, trade secret laws in general and how they are often misinterpreted.
In general, most CI professionals many have extreme misunderstandings and
may not be qualified to interpret existing legislation and law. The presentation
also addresses many legal and ethics issues. In practice, many EEA threats
and public advices by some SCIP members, law enforcement agencies and other
people may be misleading and often deceiving. Do not believe what controlled
media stations are telling you.
<p>Copyright 1999 Markku J. Saarelainen
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