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There are also important analytic challenges facing us in how we plan for postcombat stability operations. These plans must be focused around the people, taking into account culture, environment, existing facilities and filling any gaps created during the military conflict. This part of the mission must follow the guidance laid out in the recently released Army Field Manual 3-07, Stability Operations. We, in turn, must respond with systems that can sift through vast amounts of data to yield information that is relevant to the situation at hand. We also must put in place those informationsharing processes that will help our warfighters leverage extant intelligence and analysis. Q: A while back the Missile and Space Intelligence Center [MSIC] won an award for its innovative development and deployment of GEOINT-enabled analysis architecture. Can you give us an update of this effort? A: Within the last few months, MSIC began an initiative to improve and build upon the Foreign Missile Test Range Analysis architecture, which is the program for which it won the U.S. Geospatial Intelligence Foundation Intelligence Achievement Award. This follow-on effort will include more extensive training for all-source analysts, more interaction between all-source analysts and tool developers, utilization of state-of-the-art analytical tools and network appliances, ingestion and display of additional intelligence data sources and improved modeling of geospatial scenes. All of these efforts are expected to expand and improve this highly successful GEOINT-enabled tool and increase its utilization by MSIC’s all-source analysts. Q: How are analysts using collaboration tools to enhance information sharing, and thus, all-source intelligence? A: In an effort to broaden our information horizons, it’s important to realize that not all of the perspectives we need for our analysis reside in the intelligence community. We are continually looking for ways to engage non-IC specialists to leverage their unique knowledge, nontraditional views and the varied experience and contacts they can bring to bear. The days in which the IC has a monopoly on information are long since over. The challenge now is to access the abundance of information, rationalize it and make a more informed future projection. Thus, we need to engage much more broadly and apply classified added value to provide decision advantage to our leaders. The director of national intelligence issued Intelligence Community Directive [ICD] 205 on Analytic Outreach, which directs us to tap into outside expertise as part and parcel of how we do business. With security concerns, access and funding issues and priorities, however, this is easier said than done. In response to this need, we’ve created an outreach-coordination function to help our analysts find and engage subject-matter experts, whether it be attending a conference or networking informally. We’ve also stood up an Open Source Program Office to help analysts access and use information already existing in the public domain that can be used to provide further context to their analysis. We hope that as our analysts participate more fully and systematically in these activities, they will begin to take on leadership roles and organize outreach activities or special events that they deem worthwhile. In terms of technology or applications, we’ve found that in today’s dynamic environment, where responses to emerging threats are often time-critical, our traditional work practices and technol- 22 | MGT 7.1 ogy applications are not enough to create the collaborative analysis required for continued success. In September 2007, the Office of the Director of National Intelligence [ODNI] designated DIA as the executive agent to develop and implement A-Space. A-Space, enhanced by Web 2.0 technology, provides a completely new classified environment for leveraging social networking capabilities similar to those made widely available and popular by such Websites as Facebook, LinkedIn and Google Docs. The essence of A-Space is quite simple: It is a venue for all analysts to discover one another and new information sources. That accomplished, new teams will come into existence organically. These new teams are then able to discuss, debate and produce analysis within a highly secure online environment. When leveraged against larger mission challenges, A-Space becomes more than just social software. A-Space is just one initiative under the ODNI’s Analytic Transformation [AT] program. AT works to shift longstanding agency-independent intelligence operations and encourages greater collaboration. Enabling analysts to collaborate early in the analytic process, A-Space will provide the shortest, fastest path to IC expertise and emerging intelligence insights. The accumulation of peer-reviewed analysis will allow the IC to manage its collective knowledge about key intelligence topics without constraints. Q: The ODNI has made several issuances over the past few years, including setting analytic and sourcing standards. How have you implemented these standards, and are you seeing a benefit? A: Yes, we are seeing a benefit. The quality of our analysis and production has improved over the last year and a half. Our flagship product, the Defense Intelligence Digest [DID], has been very well received by the broader community, including recent kudos from Director of National Intelligence Mike McConnell. A little over a year old, the DID has grown in both stature and breadth and now includes collaboration not only beyond DIA to the service intelligence centers, combatant commands and other combat support agencies, but further still to include our Commonwealth partners. We have instituted checks and balances to improve the quality of our analysis. All DID articles are reviewed for strict adherence to Intelligence Community Directive [ICD] 203: Analytic Standards. We’ve also instituted a highlevel peer review process called the Product Evaluation Board. This board consists of senior analysts who review and evaluate randomly selected products totaling approximately 3 percent of our production. Results from this process show significant improvement across the tradecraft standards set forth in ICD 203 and ICD 206: Sourcing Requirements for Disseminated Analytic Products. Q: With a constant stream of current intelligence demands, such as the events in Russia/Georgia and most recently the events in India, how do you ensure your analysis is not getting entirely bogged down by the daily customer requirements? A: There is no doubt that we are filling an unprecedented number of customer requirements for analytical products. But to effectively meet our customers’ needs for predictive analysis, we absolutely have to step back and take time to look at bigger regional and functional pictures; we need to consistently raise our analytic eyesight. In DI, we’ve embarked on an effort to develop strategic research plans, looking out over the next two to seven years, which will guide our long-term analytic efforts against the most impor- www.MGT-kmi.com
tant defense intelligence issues. These plans will help us implement analytic strategies to attack priority issues, identify hindrances to analytic success and even stimulate the development of collection strategies. They will also help us to share our areas of focus within the IC with our customers. This added transparency enhances collaboration. And, since budget and resource decisions are generally made several years in advance, we can use the plans to help shape these programmatic decisions. Our analysts are moving from counting things, quantifying ships, tanks, planes and guns, to using that information to assess capabilities and detail threats—and opportunities—at the earliest point possible. That is how we prevent problems from becoming crises, and prevent crises from becoming conflicts. We’ve already completed draft strategic research plans on several regions, including Europe and Africa, and several functions, including terrorism and proliferation. While not an easy undertaking, I believe taking the time now to build these long-range strategic plans is an important way to document and convey our priorities and analytic approach to both our customers and the analytic work force throughout the defense intelligence enterprise. Q: Along with being the deputy director for analysis at DIA, you are also the functional manager for analysis for the intelligence community. Can you describe this role? A: I think I can best describe it using an example first. Take ballistic missiles. There are many elements of defense intelligence that have a stake in this effort. The National Air and Space Intelligence Center, the MSIC and the Office of Naval Intelligence are the biggest players as they look at missile characteristics and performance. But there’s also DIA’s order of battle office, DIA’s command and control office, the regional offices that look at leadership intent and overall effect from a country’s perspective, and the combatant commands that track exercises, deployments and operational readiness. Customers needing analysis on the ballistic missile topic should not have to know all of the players and exactly what they do in developing analysis on the topic. It is just too big of a burden to put on the end-user. The bottom line is that as the functional manager for analysis, my goal is to ensure we provide the best possible intelligence for the customer by leveraging expertise wherever it resides through deliberate and routine collaboration. I do this by leading the execution of the Defense Intelligence Analysis Program [DIAP], which establishes the policies, procedures, responsibilities and levels of analytic effort required to provide this timely, objective and comprehensive intelligence to our customers. It promotes a division of labor among players, exploits organizational strengths, and ultimately reduces duplication to the greatest extent possible. One of our most successful DIAP initiatives was to align ourselves explicitly with the National Intelligence Priorities Framework [NIPF], which is used by the entire intelligence community. Prior to doing this, we had found ourselves trying to answer all customer requirements with the same priority level—high. With limited resources and nearly unlimited requirements, we realized that aligning ourselves to the NIPF, which is understood by all of our customers, allows us to better prioritize our work and assign the appropriate resources. Q: As the former head of analysis at NGA, how does that previous immersion in geospatial intelligence and technologies affect your leadership at DIA? A: GEOINT, by its nature, dictates a framework around an intelligence problem. It also only works with other data sources. While that is true for all intelligence disciplines, it gave me a very healthy respect for the need for a network and a team. This has informed and shaped my leadership style and direction at DIA. There is much that is similar to that previous role, but the one salient difference might be a shift from providing broad, foundational and contextual intelligence that provides value to the overall mission to providing all of that in a slightly different context—a context that puts more of a spotlight on using that context, adding substantive content and, where possible, wrapping a bow around it, taking risks and making a call—informing the warfighter and the policymaker on the tough decisions both on the ground and on the Hill. With that in mind, building our networks becomes more important than ever. Q: What are your goals for 2009? A: We had great successes in 2008, and we’ll continue to build on those, as well as refine areas where we can improve, in 2009. We’re definitely going to face the opportunities and challenges inherent with a transition of administration—the first since 9/11 and the creation of the posts of director of national intelligence and under secretary of defense for intelligence. This puts us in a great position to rethink our fundamentals. Our strategic intent for the year supports the priorities outlined by the DNI and in the DIA Strategic Plan. We want to enhance the quality and relevance of our all-source intelligence analysis by working on four areas. First has to be focusing on our core missions. We’ll partner with our customers to understand and manage priorities, always ensuring we leverage the broader IC, to include international partners and external experts, wherever possible. And, as I mentioned before, we’ll develop and implement strategic research plans to attack national and defense intelligence priorities while preparing for emerging challenges. Given U.S. national interests, we’ll place increased emphasis and resourcing on our South Asia account. We know we can’t simply describe events anymore. We need to go a step further, stretching to make calls with our analysis that will aid our leaders in decision-making. The day we think we can’t be wrong is the day we become irrelevant. Second, we’ve got to continue to strengthen our analytic capabilities by ensuring our collection requirements are known and met, as well as advancing analytic tradecraft and innovative analytic methods. Our third goal is to focus on our most valuable resource: our people. We need to continue to recruit and retain the best and brightest our country has to offer, and then help guide them through their career development, ultimately building the next generation of leaders. And fourth, we’ll foster a culture of innovation and excellence so our work force can easily collaborate, take risks and strive to excel. Success in these focus areas won’t happen overnight; in fact, it may take 2009 and then some to achieve the vision. But I am confident that our commitment to progress will drive us to where we want be. ✯ Contact Editor Harrison Donnelly at harrisond@kmimediagroup.com. For more information related to this subject, search our archives at www.MGT-kmi.com. www.MGT-kmi.com MGT 7.1 | 23
Page 1 and 2: The Magazine of the National Intell
Page 3 and 4: MILITARY GEOSPATIAL TECHNOLOGY FEBR
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Page 12 and 13: BY CHERYL GERBER, MGT CORRESPONDENT
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Page 30 and 31: • • • • Collaborating with
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Page 36 and 37: Portable Solution Offers Fused Data
Page 38 and 39: INDUSTRY INTERVIEW MILITARY GEOSPAT

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