Alexandra Kafka Larsson, CEO and co-founder of Parsd – Former AIr Force Intelligence Officer –
left image credit Peter Karlsson, Svarteld form & foto
A Personal Reflection on Analysis, Democracy, and the Future of Knowledge Work
When I reflect on my journey from military intelligence officer to CEO of a digital research platform, I’m struck by how much has changed—and how much hasn’t—about the critical yet often invisible work of analysis.
Where It All Started (in the Air Force)
In the early 1990s, I became part of one of the first classes at the Swedish Air Force Intelligence School for a brand-new role: squadron intelligence officer. Until then, intelligence work in fighter squadrons was something pilots did when they couldn’t fly—when the weather was bad or they were grounded. It wasn’t seen as a profession in its own right.
But experiences from other air forces showed the need for dedicated intelligence roles. Intelligence work began to be recognized as a distinct profession requiring specialized training and expertise. However, we continued to struggle with recognition, mainly due to decreased funding during what some called the “eternal peace” years. During that time, intelligence work was mostly valued in relation to international expeditionary missions—until the threat from Russia became obvious once again.
I witnessed firsthand both the promise and the challenges of professionalizing invisible work.
That experience shaped everything I’ve done since—including why I co-founded Parsd.
The Parallels Are Striking
Today, I see remarkable parallels between those early days in military intelligence and the civilian analysts I work with now. Back then, the fall of the Iron Curtain, the democratization of Eastern Europe, and rising threats from terrorism and internal conflicts created a massive need to understand and explain the world for decision-makers.
Today, we face similar challenges: a shifting geopolitical landscape, trade wars, and the existential threat of disinformation to democratic societies. The demand for analysis has never been higher.
Yet the work remains largely invisible, scattered across organizations, and often undervalued.
The Hidden Army of Analysts
When we meet with knowledge workers today, we discover something fascinating: analysis is happening everywhere, but it’s not always recognized as such. Some are fortunate to have dedicated analyst roles, but many are doing analytical work as part of other jobs.
They come from diverse backgrounds—academic researchers, government inquiry specialists, corporate strategists, risk analysts ranging from junior positions to very senior roles. What unites them is their training in the scientific method and their commitment to turning information into trusted insights.
But here’s the challenge: many don’t even identify as analysts, making the profession even more invisible.
The Misconceptions That Hold Us Back
Through my conversations with both senior decision-makers and working analysts, I’ve identified several critical misconceptions about analytical work:
The rise of AI tools has fundamentally changed how analysts must think about their work. When any AI can produce polished-looking analysis, the integrity of our democratic discourse depends on transparency about how insights are created.
This gives me hope: analysts are eager to discuss methodology when given the opportunity. They’re open to using AI tools but ask all the right questions about handling the risks. They understand that credibility now requires showing your work, not just delivering results.
But here’s the urgency: those producing disinformation will use AI tools without ethical constraints. If we don’t put AI into suitable analytical workflows quickly enough, we risk inadvertently producing misinformation instead of fact-based insights.
What Organizations Must Do
I believe we need to fundamentally change how organizations value and support their analytical capabilities:
Looking Forward
As I continue building Parsd, my goal isn’t just to create better software. It’s to help elevate and develop this profession fast enough to ensure we have a strong cadre of professional analysts ready to support decision-makers in democracies worldwide.
Most importantly, I want these analysts to feel proud and recognized for the crucial work they do.
Because in a world where information warfare threatens democratic discourse, the invisible profession of analysis isn’t just important—it’s essential for our survival as free societies
The analysts working behind the scenes, turning complexity into clarity and data into wisdom, deserve our recognition, our investment, and our unwavering support.
What’s your experience with analytical work in your organization? How can we better support this invisible profession that shapes our world?
Alexandra Kafka Larsson is the CEO and co-founder of Parsd, an AI startup that provides a smart digital library for professional thinkers. She previously served as a military intelligence officer in the Swedish Air Force and has over 20 years of experience in intelligence systems and methods. She also has a Bachelor in Political Science from the University of Lund in Sweden.
