Product managers make assumptions that the users and competition are mostly rational - does this also apply in an 'enemy context' - are enemies irrational, and how does an intelligence officer plan against that?

In terms of other aspects in common:

1. Short-term (war) vs. Long-term (battle) - PM should look further than the roadmap of features against their competitors today, and deliver value that contributes towards a greater vision (e.g., Microsoft Zune created to compete with Apple iPod, but didn't win against Apple as Apple thought much bigger - talked about by Simon Sinek, in The Infinite Game). PM often needs to communicate 'why' and longer term purposes, vision etc. For intelligence officers - do they focus on the 'why' and winning the battle rather than the war?

2. Influencing without authority - I assume intelligence officers don't "command an army" so I assume they need to influence their stakeholders around them often with data and without direct reports. True?

VP of Product @ TIER Mobility | Memos on Product, Leadership, Startups, and the Mind | andrewquan.net