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20070317 Osint Presentation

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Information about 20070317 Osint Presentation

Published on February 18, 2009

Author: mumlan

Source: slideshare.net

Description

Presentation at the Bernadotte Academy in 2007 by Infosphere CEO Mats Björe about the concept of OSINT. Examples from tools like Silobreake is included
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REINVENTING OPEN SOURCE INTELLIGENCE A catalyst for change and sharing This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

OPTIONS & TIME Real Options Quality of analysis Theoretical Mainstream Time press Public Knowledge 13 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

CONCEPTS, CONCEPTS METHODS

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Infosphere AB This material was used by Infosphere AB during an oral presentation; it is not a complete record of the discussion.

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 This report is solely for the use of client personnel. analysis it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval 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.

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

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