Abstract
This study investigates the utilization and strategic value of Strategic Intelligence (SI) in global mining organisations, addressing a notable gap in intelligence and strategic management research. SI is conceptualized as a multidimensional, second-order capability comprising business, competitive, market and knowledge-based intelligence. Using survey data from 193 senior managers across multiple continents, the study validates this structure through confirmatory factor analysis and examines SI's relationship with strategic planning effectiveness, Strategic Intelligence Quotient (SIQ) and organisational performance. Results show substantial variation in SI maturity, with many firms exhibiting fragmented intelligence processes, limited integration and delayed insight dissemination. Regression analysis demonstrates that intelligence components explain 91% of SI variance, while SI strongly predicts planning quality, adaptability and performance. Geographic disparities reveal particularly low SI utilization in African mining firms. The study confirms SI's role as a critical dynamic capability enabling resilience and competitiveness in a rapidly evolving mining environment.