Cikisi
2 Feb 2026
A strategic intelligence software deployment project does not begin with the choice of tool. It begins with the definition of objectives, uses, governance and integration into the information system.
However, in practice, many organizations begin by searching for business intelligence software, comparing features, organizing demonstrations…, but then realize that the tool is underutilized or not used enough.
The reality is simple:
This article lays the methodological foundations to successfully implement a cross-functional, scalable and interoperable business intelligence software project.
A transverse project, not just a software purchase
The first confusion stems from the vocabulary.
Strategic intelligence software is a technological building block.
A monitoring system is an organized system comprising business objectives, operational processes, roles and responsibilities, deliverables, information flows, integration with the IS, and the chosen software.
Too often, market intelligence is treated as a SaaS purchase, when in reality it is a transverse project involving business departments, ISD and IS architects, senior management or COMEX, and innovation or marketing managers.
The choice of software is never arbitrary: it stems directly from defined objectives, uses to be covered and the decisions that the company wishes to inform. This natural articulation paves the transition towards the clarification of business objectives and the integration of strategic intelligence, which forms the foundation of any effective system.
In a strategic intelligence software deployment project, it is not enough to simply collect information. According to the ISO 56006 standard on strategic intelligence, intelligence – in the Anglo-Saxon sense of knowledge – is an analyzed information that can directly influence decision-making.
This intelligence can act on three levels:
1. Strategic: guiding the product roadmap, adjusting the company’s vision or development priorities.
2. Tactical: preparing targeted contact initiatives, marketing campaigns, or specific sales actions.
3. Operational: guiding day-to-day decisions, optimizing processes or responding quickly to weak signals.
For a cross-functional intelligence project to be effective, the company must develop a culture of Strategic Intelligence. This culture cannot be improvised: it is built around the use of information as the raw material for decision-making, with gradual sensitization of departments, managers and ISD.
So, even before choosing software, the project must:
A well-prepared system then becomes a driver of strategic, tactical and operational decisions, rather than simply a means of collecting information.
In a transverse project, the question is not “who will have access?” but: what uses should be allowed and by whom?
There are several different profiles within the organization:
Defining uses allows you to structure flows, validation circuits, and distribution formats even before choosing the software.
A cross-functional monitoring system must produce usable deliverables:
The key criterion for success:
Did the “strategic intelligence” facilitate a decision or action?
The value of a software program is not measured by the volume of data collected, but by its impact on decision-making.
A strategic monitoring software program may be effective, but without governance, it will remain underutilized.
Solid governance includes:
Cross-functional governance ensures that the system goes beyond individual initiative and becomes collective.
In a cross-functional strategic intelligence project, ISD should not simply be a technical support function that is called upon after the software has been selected. It is a key player from the initial scoping phase, as it ensures the compliance, security and sustainability of the system. Its involvement makes it possible to anticipate integration needs with the information system, secure data flows, and ensure the scalability of the project over time as use cases evolve.
Beyond the technical aspects, the IT department often helps manage contractual and regulatory aspects. In the case of SaaS or cloud solutions, it must ensure that contracts comply with data protection obligations (GDPR), that data is hosted according to the required standards, and that reversibility is possible in the event of a platform change.
Involving ISD from the start makes it possible to build a robust, secure and compliant cross-functional system, limiting risks related to security, data storage and regulatory compliance.
Intelligence is not a document silo.
It constitutes (or should constitute) information that can be exploited throughout the IS.
A mature system must enable:
Anticipating interoperability reduces the risks associated with platform closure and facilitates future migration.
Cross-functional management requires measurable and regularly updated indicators. An effective system combines quantitative and qualitative measures, including feedback from internal users.
Usage indicators
Value indicators
Maturity indicators
Feedback sessions (quick surveys, express meetings, or adoption workshops) make it possible to:
Managing ROI in this way transforms the transverse market intelligence project into a process of continuous improvement, ensuring that market intelligence remains useful, actionable and strategic.
Once the objectives, uses, governance, interoperability, and ROI indicators have been clearly defined, choosing the right business intelligence software becomes a natural and logical step. At this stage, it is no longer a bet or a hasty decision, but a selection informed by the real needs of the company and the processes already in place.
Starting with the software often exposes you to risks: the solution may be oversized for the uses, certain features remain underutilized, and the system may create new information silos. In addition, any future migration becomes more complex and risky if the project has not been prepared in advance. A well-defined cross-functional project therefore not only ensures the adoption and effectiveness of the tool, but also facilitates any future upgrades or platform changes.
In a future article, we will detail the key points for selecting a platform suited to strategic business intelligence, based on actual uses and cross-functional needs. We will also discuss best practices for preparing a migration from an existing solution in order to ensure data continuity and integration.
Book a demo
