By Marta S.

Weber, Applied Behavioral Sciences

Profiling key decision- company. Motorola

makers is a powerful CI had drawn on that
tool that, when used profiling research
effectively, can produce to select the
intelligence not company with the
otherwise attainable. In right fit.”
his 1994 book, Walter Jay Kurtz
Barndt points out the points to the need
crucial importance of in business
understanding your wargaming to
competitors’ leadership: understand the
not just what they can role of leadership
do, but what they will do personalities: “In
(Barndt 1994). more than 150
Across the entire CI wargames for a
landscape, the elements broad range of
of human behavior are at companies dealing
the core of every business with many
dynamic. This makes the different types of
prediction of individual situations, those
decisions and actions essential. that included
Experts in the CI field frequently comprehensive profiles of
note the unique benefits that profiling the different competitors’
can provide for a wide range of applications. executive teams have been uncannily
In conversation, Jan Herring cites Motorola’s use of accurate in anticipating what they will do in real life.”
leadership profiling to select a strategic partner from On other business fronts, the high failure rate for
several candidates: “Observers at the time were surprised mergers and acquisitions (M&A) is well known. More
when Motorola chose to partner with a major competitor; interesting (and less well-understood) are those successes
few could see the logic driving the decision. But Motorola forged through in-depth knowledge of the leadership
had looked deeply within each company. Later, the personalities and organizational cultures of M&A
partnership’s notable success was attributed in large part to candidates. Effective profiling provided the knowledge
the thorough analysis of the key personalities leading each that drove the right selection.

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 profiling for leadership analysis

TABLE 1: KITs establish focus and purpose for the profiling

endeavor. The researcher should have a firm grip on what the
SUBJECT: (Name) client needs to know, and why. What decisions or other
actions will the findings affect? Profiling is always a labor-
Kit # ______ intensive proposition, so focusing it efficiently is paramount.
Major Hypothesis: ____________________________ The project’s KITs, articulated by the profile’s end user, also
determine the best method and approach for each project
Secondary Hypothesis: _________________________ planning and execution phase.
Let’s consider two profile subjects: the leader of an
Known Info: __________________________________ acquisition candidate and your chief competitor’s new CEO.
Data Source: _________________________________ The two projects’ parameters, specific areas of interest, sources,
and most effective methodological tools will vary significantly.
Key Intell Needed: ____________________________
Identified Sources: _____________________________
CI PROFILING OPERATIONALLY DEFINED
Profiling has described a wide range of research models
ENSURING THE VALUE PROPOSITION and deliverable products, ranging from impressionistic
Despite profiling’s wide acceptance and growing use, CI personality sketches to detailed professional histories. For CI
practitioners have little agreement on its key concepts, applications, a rigorous operational definition is the first step
approaches, or measures of success. In the absence of toward establishing standards of practice and quality. (See
standards, profiling has described all manner of beasts. Some Sidebar 1.)
profiles offer little more than aggregated data collected by The operational definition points up an important
random means. Overly cautious or non-existent interpretation distinguishing feature of profiling. In the intelligence cycle,
merely restates the obvious and adds no value. Other profiles
consist of ungrounded psychological speculation that reads like SIDEBAR 1: PROFILING OPERATIONAL
little more than a fanciful hallucination. DEFINITIONS
Valid personality assessment makes a unique
contribution to the CI arsenal, but the field is not served by 1. Individual subject profiling combines two
psychobabble purporting to be analysis, even when presented key elements:
in business dress. It becomes more difficult to make profiling’s
case when methods and outcomes are so varied. • a comprehensive, professionally focused
The true value proposition of profiling is in its ability to biographical history of the subject, analyzed for
support the prediction of future behaviors. This turns on in- indicators of project’s focus (expressed as the
depth analysis of solid research findings. Since all analysis project’s KITs)
must be directed toward actionable intelligence, this article • a psychological personality assessment creating
has two key aims: insights developed from recognized evaluation
instruments adapted to remote profiling
• To propose a standard operational definition and process applications
for CI profiling Analyze the resulting profile in the context of the
• To illuminate the central role of analysis in this competitive issues, market factors, and other elements
methodology. affecting the subject’s organization.

I’ll concentrate on individual profiling, touching only 2. Organizational profiling integrates the
briefly on organizational profiling. Specific techniques for field analysis of several key elements to produce
research (e.g. primary elicitation) are topics for another a multi-axial perspective:
discussion. (See Nolan and Weber for more information.) • structure, encompassing the architecture and
operational dynamics of the organization, past and
present, in light of its raison d’etre
KEY INTELLIGENCE TOPICS DRIVE THE PROJECT • culture, utilizing those accepted theories,
Profiling any subject — individual or organization — constructs and typologies most applicable to the
should begin with a clear articulation of the Key Intelligence focus of interest or KITs
Topics (KITs) that it supports. If specific business concerns Analyze the emerging portrait of the organization in
and action decisions aren’t driving the profiling project, then the context of the larger competitive market.
it is probably unnecessary or untimely.

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profiling for leadership analysis

SIDEBAR 2: SECONDARY SOURCE ANALYSIS corporate directors, as well as to executive managers. An

STEPS accurate analysis of leadership dynamics at the board level is
crucial to the success of any executive profiling effort.
1. Biographical information including history as Once the subjects are identified, research begins with a
well as current circumstances. Where the subject thorough review of open or secondary source material.
is today reflects not only where he’s been, but also Analysis of secondary source data should develop four topics
equally importantly, how his history has produced areas. (See Sidebar 2.)
his current status.
2. Issues surrounding the industry, the market, the Secondary Source Research: The Broad-Stroke
target company and the subject. A thorough Portrait
grounding in context is essential to effective Information from secondary sources compiled into a
profiling, since neither the subject nor her single summary document yields the first sketch of the
surrounding circumstances are static. The subject. Creating a graphic presentation of the profile’s key
researcher has to be able to chart all the relevant elements helps manage the process of building the picture.
currents. The initial hypotheses should be represented as well as data,
3. Hypotheses concerning the subject’s personal so that the researcher can see if the information is making the
characteristics, professional history, management case or suggesting alternatives. (See Figure 1.) Guided by the
style, business views and other elements pertinent project KITs, the researcher can quickly discern the visible
to the KITs. While the profiler has to guard data and that information requiring greater pursuit.
against his own affirmative bias based on initial Media coverage of high-profile subjects often provides a
impressions, developing flexibly held hypotheses detailed picture and insight into the subject as well. Tasked
helps formulate approaches to the primary source with profiling Donald Trump, for instance, the CI researcher
research that follows, and remain focused on would not have to delve deeply to capture the fundamental
priority data. personality characteristics of this attention-seeking mogul. To
4. Sources for the primary research identified from demonstrate this point, readers familiar with the MBTI
open-source data. Published material on the should now flash-score Trump’s preference type.
subject almost always provides valuable Critically view a richness of data. Media perceptions of
information on people who know him, beginning subjects who have achieved celebrity status tend to take on a
with the writers themselves, who are often life of their own. Subjects in this league also spend
excellent sources. considerable effort controlling information and image.
Statements by the subject always warrant special attention.
The researcher profiling a well-known figure can most
collecting and reporting usually precede analysis. But profitably use the wealth of secondary source material by
profiling requires analysis at each step of the process. Each framing the conventional view and any dissenting
stage’s results shape the planning and execution of the next, perspectives on the subject as additional hypotheses to be
from determining the subject through selection of sources confirmed or rejected through primary source research.
and assessment tools to final interpretation of the findings.
Primary Source Research: The In-Depth Profile
The researcher should have a good external view of the
THE PROFILING PROCESS subject before looking into his internal personality dynamics.
Gaps in the current picture developed from secondary sources
Identifying the Subject(s) become the focus of primary research. While each profiling
Who is the key actor? Decision-maker? Center of project develops a unique set of questions, Sidebar 3 offers a
influence in the scenario at hand? Is there more than one? general guide.
Subject identification requires an initial analysis of the target Ideally, a comprehensive current picture of the subject
company’s organizational leadership, since business has few emerges. Combine this external portrait with historical data
truly solo acts. and examine the internal or psychological elements of
When the goal is anticipating the future moves of a personality to produce an in-depth profile.
competitor company, we limit our assessment to the CEO or For purposes of discussion, we’re considering the current
other leader only for organizations with the most autocratic external portrait, the history and the personality assessment
leadership. More often, the scope must extend to the of the subject separately. In practice, the profiler does not
executive management team, if only to capture an overview. have the luxury of reviewing these elements sequentially, but
As more corporations separate the roles of president and must be prepared to receive and analyze the data as it
chairman, the leadership profiler must pay close attention to becomes available, usually during real-time interaction with

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 profiling for leadership analysis

SIDEBAR 3: KIT-DRIVEN KEY CONSIDERATIONS

SWOT: Risk:
In his current role, what are the subject’s major How does he approach risk in the business
strengths and weaknesses? application currently under examination?
Where is he gifted with talent? Elsewhere in the business?
Where has he had to develop additional skills? Elsewhere in his experience, e.g. avocations?
Are there gaps in his knowledge or capabilities
that bear on the current issue? Innovation:
Does his self-evaluation differ greatly from the What is her attitude toward innovation?
assessments of peers and expert observers, and in Does it fit with the demands of the industry and the
what ways? market?
What are the threats he faces?
The opportunities? Competition:
How does she approach competition philosophically
Philosophy: and operationally?
What are the key observable elements in his Is she congruent in philosophy and operation?
business philosophy and approach?
His management style? Decision-making:
His preparation for the current endeavor? How does he approach decision-making?
Which aspects of his leadership or management Who does he involve?
role does he emphasize? How much information does he seek and how many
Does he ignore, neglect or avoid any? alternative courses of actions does he typically plan?
Where does he delegate and where does he hold From whom does he seek information?
the reins? Opinion?
Why? Perspective?
In what aspects of his role does he most like to Advice?
operate hands-on? Does he cultivate input?
How much is his attention directed toward How open is he to negative input or feedback?
managing?
How much toward leading? Motivation:
What are his key motivators, e.g. achievement,
Strategy: discovery, recognition, reward, contribution, adventure,
Is she more comfortable as a strategists or a security, etc.?
tactician? As evidenced by. . ?
Where is she more effective? What does the evidence suggest about his view of
How does she evaluate both strategy and tactics? the current circumstance and its issues?
Is she flexible or rigid? What does he say he wants to achieve?
How are her priorities expressed operationally? Avoid?
How does this relate to the KITS at hand? Master?
Escape?
Team: Does his observable approach reflect this – are
Who does she place on her team and how does actions and statements consistent?
she make those selections?
How does she use the team? Dynamics:
How does she approach evaluation of her team? What are the larger issue and dynamics — company
What characterizes her communications – style culture, market, larger social, economic, political —
and effectiveness? influencing his performance and perception?
How does he influence those dynamics?
Is it a priority of his to do so?
How does this relate to his motivational drivers?

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profiling for leadership analysis

sources. A working document or matrix should represent the and often has to be strongly encouraged to see the relevance
major hypotheses and key information sought. of the past. More current than historical information is
available, and there are more contemporary sources.
Some analysts take the view that all relevant data is
HOW MUCH HISTORY IS NECESSARY? present in the subject’s current status. Here, historical profiles
At minimum, the subject’s recent business and professional are unnecessary, and do not warrant the additional effort.
history must be thoroughly examined in the context of his Other researchers analyze the business and professional record
current circumstances and the project’s guiding KITs. but regard the broader life history as largely irrelevant. The
Psychologists prefer to look at personality problems with remaining in the near present and in
developmentally, to chart the individual’s history, to track the narrowing the inquiry’s scope are akin to looking only at a
evolution of personal characteristics, and to link those symptom and not at the cause of the phenomenon.
characteristics to their causal sources. In applying personality A CI profiler must apply a larger perspective to assess the
profiling to CI, that approach must be abandoned in favor of significance of various elements of the subject’s current
starting with the present and working backward. In the CI presentation as they relate to the prediction of future
approach, the client is interested in the present and the future behaviors. Ultimately, the distinction between analysis and
merely reporting detailed observations turns on the
examining dynamics over time, and that requires a historical
SIDEBAR 4: BASIC PRINCIPLES OF BEHAVIOR perspective. All relevant experience, chief successes and
failures, goals, ambitions and disappointments, mentors and
The single best predictor of future actions is past key influences are elements in building the historical record.
behavior.
The closer the fit between current circumstances,
(as perceived by the subject) and previous scenarios, EXAMPLE: ANALYZING LARRY ELLISON
the more likely it is that the historical behavior will be Larry Ellison, the flamboyant founder of Oracle, is the
repeated. frequent subject of business writing. His style and personality
are very well known, at least superficially.
People tend to repeat success and avoid failures. As a highly successful entrepreneur, Ellison has
The subject’s own perceptions of success and distinguished himself in at least two major ways. He is that
failure must be taken into account, for they form the rare phenomenon – a high tech autodidact. He is also
bases of his future decisions. A corollary: people regarded as the most combative business leader in his
industry. From his record, you can now predict that his
respond to reward. Think Skinner’s dogs. Then think
business dealings will be marked by conflict and
Maslow’s hierarchy of needs.
confrontation. In his case, primary research would be directed
toward confirming the public view.
People tend to want to remain in their ‘comfort
An analysis of Ellison that stops with those observations,
zones.’
and attributes his characteristic style simply to hubris and
In periods of stress and uncertainty (even if sought arrogance will miss a deeper point. His well-documented
and welcomed), individuals revert to habitual behaviors early struggle against a belittling father, “You’ll never amount
and the most entrenched habits of mind dominate. For to anything,” spawned a reflexive impulse to prove everyone
greater insight, do not limit the concept of comfort else wrong, especially experts and authority figures. Armed
zone to the smallest arenas of an individual’s with an understanding of this individual’s underlying
operations, but extend it to the largest paradigms in dynamics, a negotiator or competitor can determine whether
which he functions. a strategy of reinforcement or redirection is most likely to
further his objectives in dealing with Ellison.
More often than not, people do what they say they
will do.
With caveats in place that address the strategy of DEVELOPING HISTORY: EDUCATION
misrepresentation and the normal processes of change In examining the subject’s adult history, these questions
in direction, it remains true that for most people, most should guide the profiler:
of the time, talking precedes actions, especially when
complex decisions are undertaken. Pay attention to • What was the nature and quality of the subject’s
what the subject says he’s going to do . . . that’s educational experience? Her successes? Any failures?
probably what he’s going to do. • Who were the subject’s chief influences, mentors, heroes
and role models?

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 profiling for leadership analysis

SIDEBAR 5: REMOTE PROFILING TOOLS

Meyer Briggs Type Indicator (MBTI) is the behavioral responses. Sixteen Primary Factors (PF),
most broadly applicable, widely recognized, valid, reliable clustered into five Global Factors (extraversion, anxiety,
and accessible tool. The functional preference variables tough-mindedness, independence, and self-control),
it measures are: provide a unique perspective on leadership behavior
over time. The 16PF is adaptable to cross-cultural
• extroversion/introversion (self-energizing assessment.
preference)
• sensory/intuitive (information processing People Map characterizes motivating factors
preference) among six leadership styles. It identifies strengths and
• thinking/feeling (decision-basing preference) weaknesses in each, and quality of life needs. A very
• judging/perceiving (self-organizing operational handy instrument for flash studies; it is not profound but
preference) broadly applicable.

These offer a wealth of insight into the basic operational EDS Executive Decision Style (Hunsaker, et.
habits of the subject. It is particularly useful in designing al.) applicable through observation, identifies key
best approaches and compatibility strategies. An decision-making processes by how much information is
extensive body of research over nearly forty years has sought and how many alternative solutions are
provided a valid basis for extrapolating from the MBTI generated. It is the single best tool for understanding the
profile other personality characteristics, especially in decision-making process.
combination with other valid instruments.
Team management Index (TMI) measures
FIRO-B (Schutz) test measures the extent to which stylistic preferences and matches them against eight
individuals attempt to satisfy three basic social needs: major management tasks. It evaluates management role
preferences and learning styles, and has good utility in
• inclusion (participation, recognition, belonging) the evaluation of the strengths and weaknesses of
• control (power, authority, influence) executive teams.
• affection (openness, warmth, closeness)
WMI (Weber Motivational Index) identifies and
It reports how the individual initiates his own behavior ranks fourteen motivational drivers. The validation
and wants others to initiate behavior toward him. studies remain incomplete, but it can profitably be used
Together, the MBTI and FIRO-B give a good indication of as a conceptual frame of reference.
how individuals take leadership and how they position
themselves in day-to-day operations in that role. Berkman measures key stylistic characteristics, key
needs and identities by type, stress behaviors that are
DiSC, is widely used in HR assessment. It measures displayed when needs are not met.
four dimensions of behavioral response (dominance,
influence, steadiness, conscientiousness), and provides a Statement Analysis (Mossad and Professor
good encapsulation of personality drivers, motivations and Porter’s methodology) includes techniques that analyze
styles. written text and spoken statements for determination of
deception, motivation, attribution and authorship.
16PF (Catell) is one of the earliest self-reporting
projective tests. It measures and predicts consistent

• What were the prevailing worldviews in each of the then and now, and explain the individual’s process of change.
subject’s educational and early work settings? What did In profiling business subjects, their graduate business
he absorb? What did he reject? programs should be examined. Most corporate leaders’ first
management and business philosophies develop during their
Although fundamental personality elements are set in MBA experiences, and the major schools offer distinctive
place in childhood, our basic career goals, political orientations.
orientations, social values, styles, and realistic ambitions are Contrast the highly analytic, almost clinical approach to
formed in early adult life. The researcher should look at any management advanced by the University of Chicago’s graduate
major psycho-socio-cultural differences between basic values program with the multi-disciplinary theoretical ambitions of

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profiling for leadership analysis

Harvard’s MBA program, or the distinguishing ethos of the . . . or not. In all cases, we want to be able to situate him
Stanford approach. The traces of these early influences can within his larger gestalt. Unless there is evidence of a major
often be seen many years into an individual’s career. break, begin with the hypothesis that the general values and
Mentors and models in the training period are worldview of the subject’s parents, family, and childhood
particularly influential. Changes in orientation as the subject setting will be carried into young adult life.
advanced in her career require the closest scrutiny. Biographical elements the profiler should review include
religious upbringing, the family’s political views and, in
particular, the parent’s work activities and the family’s
EARLY BUSINESS/PROFESSIONAL EXPERIENCE financial successes or failures. We want to identify those
Managers’ early positions of progressive responsibility experiences that are pre-disposing, paying attention to any
either reinforce or redirect their orientations as theory meets dramatic events. Any life-altering events in childhood or
the test of practice. In particular, ambitions get honed and adolescence should be noted as significant. For example, the
focused and the first explorations of self-evaluation are seen. untimely death of his older brother, Joe, instantly re-aligned
Savvy careerists often pursue positions with companies that are the trajectory of John Kennedy’s life. The handshake
recognized as leading incubators of model management President Kennedy extended to the youthful Bill Clinton at
practices and seek apprenticeships with major business leaders. the White House years later galvanized that young man’s
For instance, three generations of American business political ambitions.
executives now reflect Kraft Food’s standards of management
excellence in consumer products. Several key elements in
their management competencies, priorities and philosophy, as PERSONALITY ASSESSMENT
well as a characteristic style, can be assumed for these notably Generally, the personality assessment element of a profile
successful Kraft-trained executives. Any exceptions to the is a tool that adds dimension, explains observable behaviors,
Kraft management profile exhibited by a subject with that fills the gaps in knowledge provided by the subject’s external
pedigree would be of greatest significance. portrait and confirms (or revises) the picture that has
Those questions used to assess the subject in his current emerged. There are several excellent instruments that can
role should be applied to his entire career experience. Identify provide invaluable insight.
key career trends and tendencies he exhibits and look hard at Caution is in order: the difficulty in applying the insights
any deviations. For most individuals, key elements of style, of personality assessment tools to remote profiling increases
philosophy, strengths and weaknesses and other important with the complexity of the variables under examination. At
aspects of professional tradecraft are widely dispersed in their the same time, sensitivity by sources to the topics grows in
early careers, and begin to converge at mid-career. proportion to the significance and complexity of the
A mature manager typically displays characteristic personality attributes sought by the profiler. CI researchers,
behaviors that form the basis for our predicting her future who are not usually trained psychologists, must approach the
actions. Several fundamental principles are at work and can cost-risk-benefit calculation prudently.
be applied even before the researcher analyzes the subject’s
specific personality traits. (See Sidebar 4.)
TOOLS FOR REMOTE PROFILING
Applying valid and reliable psychological personality
THE FORMATIVE YEARS assessment instruments to remote profiling involves
In the collection and analysis of early historical data the extracting the insights of those instruments via selected
objective is to develop insight into the basic personality, questions and embedding them in the interview and
capabilities and stance toward the world that the subject elicitation processes. Reliability depends on very large
brings into adult life: numbers of responses and the findings thus achieved can only
be viewed impressionistically.
• Who were central figures of influences on the subject in It is here that the art of profiling overtakes the science. In
childhood? general, the self-reporting instruments are more easily
• What were the family’s financial, political and social adapted to remote profiling, because the personality elements
circumstances? they measure are already framed in use-friendly terms that
• What were the key values, worldviews, and belief systems can be inserted into conversation. (See Sidebar 5 for a review
the subject inherited or absorbed? of remote profiling tools.)
• What distinguished the early life stages of the subject? Select the most useful instruments and carefully match
the information sought to the most promising sources as well.
In reviewing the developmental years, we’re looking to Frequently the same primary sources will need to be tapped
place the subject under the bell-curve of normal development for both avenues of inquiry – the external portrait and the

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 profiling for leadership analysis

remote psychological assessment. Multiple contacts are often contribute to the organization’s cultural norms. The specific
unwise, if not impossible, and the researcher must be elements of that interplay must be clearly discerned.
particularly careful not to squander a source possessing Profiling of senior management teams that supports
unusual insight into the subject by focusing on peripheral M&A research is one instance in which individual profiles are
data. Prior analysis of each component of the remote process inadequate without analysis of the organizational culture.
is crucial to success. Many analysts are re-thinking their approach to the
One of the most valuable avenues to explore with evaluation of corporate stars. Recent interest has focused on
knowledgeable and willing sources is the area of non-rational individual brilliance. But when removed from the
elements in the subject’s conduct of business or profession, organization that supported their actions in often
especially regarding key decisions. Individual idiosyncrasies and unrecognized ways, the stellar performances of several high-
highly subjective personal proclivities play a much larger role profile executives have not measured up.
than is typically recognized or acknowledged.
Although creativity and imagination are valuable assets in
this work, the findings have to be based on as much empirical PROFILING – A UNIQUE CI TOOL
evidence as possible. As John Nolan, an early leader in CI Applications of this methodology are broad, and growing
remote profiling, is fond of saying, “In God we trust, all as CI practitioners gain proficiency with concepts and tools
others must have data.” that apply rigor to the research process. The benefits of ad
hoc and ongoing monitoring profiles can be unexpectedly
rich. In a conversation with Bill DeGenaro, he sites an
ASSESSING LEADERSHIP instance in which profiles of the senior management team
Leadership continues to be a central preoccupation in conducted in support of an acquisition provided valuable
business and management writing (HBR 2004). Each year support to the structuring of compensation packages for key
has seen the development of several new taxonomies of retained executives, as well.
leadership styles. While these have not been validated, they Clearly conceived, carefully executed and with sufficient
are very useful as conceptual frames of reference. resource support, profiling key decisions-makers continues to
Currently, Liam Fahey and Larry Bossidy have added add unique insight to the CI process.
some of the most interesting perspectives to the investigation
of effective leadership, the former in broad operational terms
that assign priority to vision and the latter in specific areas of REFERENCES:
executional superiority (Fahey 1998, Bossidy 2002). The Barndt, Walter (1994). User-Directed Competitive Intelligence,
researcher’s task is to select those leadership concepts that are Quorum books.
most relevant to the KITs driving the profiling effort. Some Bossidy, Larry and Charan, Ram (2002). EXECUTION:The
of the most effective practical profiling work combines the Discipline of Getting things Done. Crown.
most important issues from all relevant models into a Fahey, Liam and Randall, Robert (1998). Learning from the
customized leadership scoring sheet driven by the specific future, Wiley.
profile KITs (O’Guin 2003). Harvard Business Review (2004). ‘Inside the Mind of the
The profiling process report should detail the data, the Leader,’ special issue, January.
results of analysis, and the concluding findings. In particular, Nolan, John (2003). Elicitation workshop. SCIP 2003
it should clearly delineate any speculation that, while Annual Conference Anaheim, and SCIP 2004 Annual
promising, remains unconfirmed through empirical evidence. Conference Boston.
Researchers will ground themselves and retain the confidence O’Guin, Michael (2003). ‘Using Psychological Analysis to
of end users if they report in a format that follows Predict Decision-Maker Behavior,’ SCIP Annual
conclusions with, “as evidenced by. . . .” Conference, Anaheim.Weber, Marta (2001). Profiling
workshop. SCIP2001 Annual Conference Seattle, and
SCIP 2004 Annual Conference, Boston.
CORPORATE PROFILING AND CULTURE
Several excellent theories of organizational culture provide
insight into the personality profiles of organizations, i.e. their
characteristic and enduring stances in the world and the Marta S. Weber, Ph.D. is a consulting psychologist who spent twenty-
internal dynamics that drive them. Even when profiling targets five years in clinical practice and forensic profiling before joining the
an individual subject, the researcher ignores culture at her peril, intelligence field in the ’90s. She founded and heads Applied
for no individual affiliated with an organization operates in a Behavioral Sciences, a B2B and B2C consultancy specializing in
vacuum. Organizations are supra-organisms influencing the personality profiling and related human source research. Marta can
actions of all actors within them. Those actors, in turn, be reached at 707-964-9171 or [email protected].

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