Enabling a Responsive and Agile Intelligence Enterprise

Tuesday, April 08, 2008
AFCEA Intelligence

The IC has shifted from a Cold War footing in response to the evolving threats facing the United States and its allies. The Community faces a wide range of intelligence and analytic challenges with many unknowns – both traditional and asymmetrical. In addition, the rate of change is more rapid than ever. This combination of factors generates new intelligence challenges; as a transformational leader in the IC has said, “How do we solve problems that we have not yet conceived of?” In other words, how can a large, multi-tiered, and compartmentalized enterprise like the IC act with speed and agility? Large bureaucracies, by their nature, are typically slow and laden with process.

However, the IC has demonstrated it can operate effectively and quickly. One example is its role in the successful campaign to energize and support the Northern Alliance to overthrow the Taliban in Afghanistan in the winter of 2001.

Other examples include the Office of the Director of National Intelligence (ODNI) Analytic Transformation

Initiatives (e.g. Mission Manager Concept, Rapid Analytic Support, and Expeditionary Response Teams) and the ODNI’s Rapid Technology Transition Initiative. The task now is to leverage these successes and accelerate transformation in other areas.


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This paper, combined with the previous AFCEA paper on funding constraints, serves to sharpen Community focus on demonstrable transformation programs and activities. The ICA Year 3 work builds on ICA-2 efforts (e.g., Enterprise Integration) and is fostering bottom-up multi-agency partnering on integrated ISR operations policy, directives, business process, performance, R&D, and Acquisition for the Integrated Intelligence Architecture (I2A). Mission-oriented ops-driven activities from the Community's Integrated Collection Management (ICM) program, led by NGA, in cells within the Community's collection & production execution sectors are developing processes to interact with DIOCC/NICC requirements strategies and adjudication. Planning is underway by the ICM program to deliver a Collection Space (C-Space) prototype model via the Collaborative Collection Work Environment (CCWE) Test Bed; the CCWE will influence & interact with A-Space to support and motivate the continuous transformation of the Community into a powerful integrated foundational ISR force by bridging production and collection execution operations with upstream and downstream requirements, adjudication, and reporting dissemination functions. These transformational activities respect and will evolve Joint doctrine. Joint Pub doctrinal components of Collection Requirements Management (CRM--influenced by JIOC transformation), Collection Operations Management (COMinfluenced by DIOCC & NICC), and a new doctrinal component characterized as Mission Execution Management (MEM--motivated by emerging ICM-driven Collaborative Collection Strategy collection/exploitation operations) builds upon the heroic transformational feats of past and current visionaries. These mission-oriented catalysts will continue to sculpture the emerging end-to-end integration framework that will promote ISR operations capabilities at a pace likened to the incredible evolution of the Internet and Global Positioning System. Concurrent CIO/CTO activities, when driven by these mission-oriented process drivers and funded through MIP/NIP allocations to formally connected NRP, GDIP, NGP, CCP, etc programs, will serve to form a comprehensive Integrated ISR operations enterprise enabled by a robust I2A. A potential taxonomy characterizing this transformation: 1) Doctrine: CRM, COM, MEM; 2) Mission: Integrated ISR Operations; 3) Mission Environment: Integrated ISR Enterprise; and 4) Community Architecture: Integrated Intelligence Architecture (I2A).