A company can use intelligence for many immediate decisions, such as how to price a product or place an advertisement. At the same time, you can use the same set of data to decide on long-term product development or market positioning. If it's not a number, it's not intelligence. This is an unspoken, but often thought of, refrain among managers. If you can't multiply it, then it is not valid.
Intelligence comes in many forms, only one of which is a spreadsheet or some quantifiable result.
My firm has completed numerous strategic assessments, where the numbers only address one aspect of the problem. Management thinking, marketing strategy, and ability to innovate are only three among a host of issues that rely on a wide range of subjective, non-numeric intelligence. In the past 20 years, his firm has served over half the Fortune 500 in the United States, as well as many European companies.