A arquitetura de apoio à decisão da Marinha do Brasil sob a perspectiva da "Gestão da Inteligência"

Abstract

The Brazilian Navy (MB) has faced an extremely diff icult period for its strategic institutional planning, when it sees threatened the continuity, e ven of its most esteemed Strategic Projects. Today, more than ever, information with the capacit y to present a new knowledge, capable of adding value not only to its business purpose, but also to its Administration, gains a strategic dimension for the future of the Institution. In thi s sense, the informational system of the organization, covering all levels of information de bugging, that is, all the management of its data, information, knowledge and intelligence, is i nvaluable for the functioning of its decision- making process High level, either reducing the poss ibilities of error or, as expected, promoting decisions that result in actions that increase the competitiveness or effectiveness of the organization. Considering that intelligence emerges as the highest level that information can achieve, presenting as a differential that has suff icient potential to boost organizational performance, this research was justified by the nee d to examine the structure to support the take Administrative decision-making process in order to identify existing gaps. The theoretical option of this work was centered on Organizational and Competitive Intelligence, in this work called "Intelligence Management", which aims to inf orm the organizational decision making process. Thus, the normative and organizational str ucture of MB was analyzed, especially the one dedicated to the elaboration and follow-up of t he documents guiding its institutional action, that is, its High Level Planning Systematics (SPAN) , in search of some mechanism, mechanism Or administrative process that could demonstrate th eir alignment with the methods, techniques or assumptions of Intelligence Management. At the e nd of this research, it has been demonstrated that, despite the identification of in itiatives already implemented, with excellence in the methodology of Information Management and Kn owledge Management, such as the Neptune Program, there was no evidence of the use, Of Intelligence Management aiming to support the high-level administrative decision-maki ng process of MB. This finding reveals that MB may be failing to strengthen its administrative resilience, as it fails to generate and take advantage of this inexhaustible and priceless sourc e of opportunity: intelligence.