Mark Little’s research while affiliated with Covance and other places

Purpose The paper contends that a major reason for the persistence of the gulf between strategists and intelligence is the absence of an intelligence‐focused executive position at the senior levels of the organization. Design/methodology/approach The paper proposes one such intelligence role model – The Executive Intelligence Officer (EIO). In practice, creating an EIO position based on our model would be part of a set of innovative practices that leaders could adopt to link executive decision making and the processes of intelligence. Findings A key responsibility for the EIO is to introduce the CEO to viewpoints that lie outside the firm's “party line.” The CEO's thinking thus can be challenged, stretched, and extended by an EIO who has both the credibility and expertise to question the executive team's current assumptions. Practical implications Using the EIO role as a cornerstone, here is how we propose to address the executive‐intelligence linkage problem: establish the position of EIO; the EIO assumes the explicit responsibility for generating the intelligence needed for the CEO and executive team to do their jobs; and the EIO works as a collaborator and partner with the executive team. Originality/value The paper highlights the seven critical roles the successful EIO must play to truly influence organizational thinking and decision making at the highest levels.