Strategic Intelligence most accurately describes a information related to the plan of action of competitors (i.e. basis for decision-making). Competitive intelligence seems to be a more codified approach to gathering and making-use of information to make one more competitive. Codified in the sense that clear ethics are defined and policies adhering to best practices for CI are implemented. Because strategic intelligence is often invoked in a National security setting, realist principles of behaving dominate at times blurring the boundaries of ethics.
In regards to the library an important reason why it is not run like a business is its role as providing accessing to information. While a public library may supplement its funding through books sales, and community fundraising, decision-making cannot be based on a profit motive. The same is even more true for academic libraries where knowledge generation is the priority. Because places like Barnes and Noble or Blockbuster may at times censor certain materials to acquiesce to shareholders acting like a business is not always desirable. After all a library as an arsenal of liberty cannot be beholden to corporate interests.
A library however can embrace the benefits of CI through understanding market forces and positioning the institution in a favorable manner. An example in which the library world needs to be most aware of the political, social, and economic factors affecting the progress of libraries is evident in the case of Google. Libraries as others have stated, should have long-ago sought to offer an alternative to the dominance of one corporation in control of the worlds information. Libraries have the ability to organize and coordinate efforts to ensure access to information whether it is digital or not. As we move forward academic libraries must be front runners in understanding how information is collected, organized, and decimated as this is their business and must seek to learn from the success of other competitors such as Google.
Librarians must realize it behoves us to market ourselves as information brokers. In addition to fulfilling the role as an alternative to a single corporation providing all access to information, we must realize our importance of information professionals in giving context to and making sense of the information.
Before the onslaught of technology the general public agreed libraries serve the public good by offering this access. This sentiment must be invoked once again to understand the monumentous but essential task of continuing to provide that access as well as making sense of the never-ending information flow.
