In surveillance and ideation processes, the challenge is no longer just obtaining information, as today information can be gathered from multiple sources. The real challenge lies in interpreting, organising and making sense of that information so that it can be used in decision-making.

And this is where mind maps play a key role.

Why create mind maps with key information?

1. The human mind thinks in networks, not lists.
   • Mind maps mimic the way our brain connects ideas, concepts, or themes, facilitating the understanding of complex topics and the identification of relationships between seemingly unconnected elements.
2. They help move from chaos to clarity.
   • When there is an excess of information, maps allow us to refine and prioritise what is essential, what really influences our strategic decisions.
3. They connect the technical with the strategic.
   • They transform fragmented data (technologies, actors, trends, risks) into a structured view of the environment, useful for both technical profiles and senior management.
4. They make visible what is not always seen.
   • Often, opportunities, threats or lines of innovation are not in the data itself, but in the connections between them. Mind maps make those connections explicit.

Applying mind maps to surveillance and ideation systems enables:

• Explore future scenarios based on present signals.
• Stimulate more focused and productive ideation sessions.
• Make decisions that are more aligned with the real external context.
• Facilitate internal communication, especially between technical and strategic areas.

It is not just about ‘sketching ideas’.

It is about creating a living tool that evolves with monitoring, feeds on analysis and supports action.