Business Intelligence as a Strategic Resource: Integrating the SIDeARM Model into Strategic Management and Corporate Security

Organisations today operate in an environment marked by geopolitical instability, technological disruption, and systemic risks that threaten continuity and competitiveness. Traditional approaches to management, based primarily on financial and operational indicators, are insufficient to address these complex challenges. Previous research has emphasised the importance of information and analytical systems for decision-making, yet their integration into strategic management frameworks remains underdeveloped. This paper aims to explore the role of business intelligence as a strategic resource and examine how it can be effectively institutionalised within corporate security and governance. The study introduces and evaluates the SIDeARM model, which aims to integrate intelligence functions with adaptive risk management to enhance decision-making and organisational resilience. The research is based on a multi-layered methodology that includes a review of relevant academic and professional literature, the development of a conceptual framework structured around four intelligence domains, and the application of analytical tools such as scenario planning, risk assessment techniques, and intelligence dashboards. To illustrate the practical value of the framework, three case studies from the energy, pharmaceutical, and financial sectors were analysed, each selected for its exposure to volatility and systemic risks. The results confirm that business intelligence evolves from a supportive technical function into a strategic cornerstone of corporate decision-making. The SIDeARM model offers a structured pathway that combines precision in analysis with agility in strategy, enabling organisations to anticipate risks, adapt to disruptions, and reinforce their legitimacy through ethical and transparent practices. Case studies demonstrate that the model is transferable across industries, supporting resilience in critical infrastructure, innovation management, and financial stability. As the study is primarily conceptual and supported by illustrative cases, its conclusions require further empirical testing. Future research should expand validation of the SIDeARM model across different industries and organisational contexts, combining qualitative and quantitative approaches to assess its scalability and long-term applicability.