Intelligence analysis management

Abstract: : This paper, written by the senior intelligence officer in Afghanistan and by a company-grade officer and a senior executive with the Defense Intelligence Agency, critically examines the relevance of the U.S. intelligence community to the counterinsurgency strategy in Afghanistan. Based on discussions with hundreds of people inside and outside the intelligence community, it recommends sweeping changes to the way the intelligence community thinks about itself -- from a focus on the enemy to a focus on the people of Afghanistan. The paper argues that because the United States has focused the overwhelming majority of collection efforts and analytical brainpower on insurgent groups, our intelligence apparatus still finds itself unable to answer fundamental questions about the environment in which we operate and the people we are trying to protect and persuade. This problem or its consequences exist at every level of the U.S. intelligence hierarchy, and pivotal information is not making it to those who need it. To quote General Stanley McChrystal in a recent meeting, "Our senior leaders -- the Chairman of the Joint Chiefs of Staff, the Secretary of Defense, Congress, the President of the United States -- are not getting the right information to make decisions with... The media is driving the issues. We need to build a process from the sensor all the way to the political decision makers." This is a need that spans the 44 nations involved with the International Security Assistance Force (ISAF). This paper is the blueprint for that process. It describes the problem, details the changes and illuminates examples of units that are "getting it right." It is aimed at commanders as well as intelligence professionals, in Afghanistan and in the United States and Europe.

Abstract: Partial table of contents: LAYING THE FOUNDATION. Understanding Intelligence. Getting Started: The Basic Approaches and Techniques. FIND THE BASIC AND CREATIVE SOURCES. Federal, State, and Local Sources. Corporate Intelligence in Print. International Intelligence: Research Strategies and Sources. Creating Creative Sources. Building a Financial Statement. Let Your Fingers Do the Stalking: Using Yellow Pages and City Directories. Additional Creative Sources that Will Pay Off. ANALYSIS: THE ART AND THE DISCIPLINE. A Practical Approach to Analysis: Analytical Techniques and Cases. TAKE ACTION. How to Build Your Own Intelligence System: A Corporate Imperative. Security: The Flip Side. Appendix. Index.

Abstract: : It is a rare season when the intelligence story in the news concerns intelligence analysis, not secret operations abroad. The United States is having such a season as it debates whether intelligence failed in the run-up to both September 11 and the second Iraq war, and so Rob Johnston's wonderful book is perfectly timed to provide the back-story to those headlines. The CIA's Center for the Study of Intelligence is to be commended for having the good sense to find Johnston and the courage to support his work, even though his conclusions are not what many in the world of intelligence analysis would like to hear. He reaches those conclusions through the careful procedures of an anthropologist -- conducting literally hundreds of interviews and observing and participating in dozens of work groups in intelligence analysis -- and so they cannot easily be dismissed as mere opinion, still less as the bitter mutterings of those who have lost out in the bureaucratic wars. His findings constitute not just a strong indictment of the way American intelligence performs analysis, but also, and happily, a guide for how to do better. Johnston finds no baseline standard analytic method. Instead, the most common practice is to conduct limited brainstorming on the basis of previous analysis, thus producing a bias toward confirming earlier views. The validating of data is questionable -- for instance, the Directorate of Operation's (DO) "cleaning" of spy reports doesn't permit testing of their validity -- reinforcing the tendency to look for data that confirms, not refutes, prevailing hypotheses. The process is risk averse, with considerable managerial conservatism. There is much more emphasis on avoiding error than on imagining surprises. The analytic process is driven by current intelligence, especially the CIA's crown jewel analytic product, the President's Daily Brief (PDB), which might be caricatured as "CNN plus secrets."

Abstract: CONCEPTS From Individual Transformation to Organizational Intelligence Introduction Transformation What Do We Mean by Intelligence? Vignette The Effect of Culture on Organizational Intelligence Change Management Processes Intelligentsia Galore Introduction Artificial Intelligence Knowledge Management Business Intelligence Competitive Intelligence Strategic Intelligence References Organizational Intelligence through Strategic Intelligence: The Synergy of Knowledge Management, Competitive Intelligence, and Business Intelligence Introduction Case Study of JL (a Pseudonym): Introduction The Knowledge Audit Process at JL Specific Key KM Recommendations for JL to Undertake References Lessons Learned: The Intelligentsia Melting Pot Business Intelligence Cannot Exist without Knowledge Management Where Is the "Intelligence" behind "BI"? Improving Lessons-Learned Systems through Artificial Intelligence The NASA LLIS: A Case Study Lessons Learned: CI and KM Summary References Competitive Intelligence Introduction What Not to Do in CI The CI Life Cycle Linking CI with Strategic Intelligence Best Practices and Research Relating to Recognition and Reward Systems for Knowledge Sharing Summary Strategic Intelligence: The Core of Executive Decision Making Introduction SI: Where It Helps An Analogy for SI Social Network Analysis: An Important Technique for Building SI An Example Using SNA Summary References CASE STUDIES Knowledge Management and Organizational Learning at the Annie E. Casey Foundation: A Case Study Thomas E. Kern Some Background on the Annie E. Casey Foundation: Helping Disadvantaged Kids and Their Families Knowledge Management and Organizational Learning: Challenges and First Steps A Statement of Purpose, Core Elements, and Initial Priorities Building a KM System: A Whole Greater than the Sum of Its Parts Integrating KM and the Library, Supporting Documentation, Increasing Awareness, and Furthering Organizational Learning Early Evaluative Measures: Evaluation in the Context of Results What Have We Done, How Well Did We Do It, Is Anyone Better Off? Lessons Learned Next Steps Case Study in Strategic Scenario Development Maritza Morales Introduction: The Problem/Opportunity Methodology Analysis and Alternatives Conclusions Strategic Response/Recommendations Lessons Learned Appendix: Company Background/Profile References/Acknowledgments. CI at a Major Telecommunications Company Peter McKenney Introduction Cipher Systems Telecommunications Corporation The Strategic Intelligence Relationship CI in Action: VoIP Strategy Conclusion Bibliography Strategic Intelligence in AARP Shereen Remez Introduction Knowledge Management Competitive Intelligence Business Intelligence Conclusion Northrop Grumman Information Technology: Business Intelligence Case Study on "Information Assurance" Competitive Analysis Stephan Berwick Market Leadership versus Market Knowledge Business Intelligence Anomaly? The CI Plan Sources and Methods CI Production CI Use CI Success CI at NGIT: The Core Question Ethos Transforming Data into Actionable Intelligence: Case Studies Using i2 Analyst's Notebook(R) and Other i2 Products Todd Drake, Bill McGilvery, and Liza Puterman Introduction Cracking an Elusive Serial Rape Case Securing the European Football Championship Uncovering Prescription Drug Diversion Fraud Analyzing High-Risk Homicide and Missing-Persons Cases Conducting Commercial Fraud Analysis Surviving and Thriving Despite the Loss of a Major Customer at The Analysis Corporation Keith B. Johnston and Clint Gauvin Introduction Background Initial Opportunities at Agency B Follow-On Opportunities at Agency B A Methodology for Strategic Intelligence: A Roadmap Model, a Knowledge-Based Tool, and a Bio-MEMS Case Study Francisco J. Cantu, Silvia P. Mora, Aldo Diaz, Hector Ceballos, Sergio O. Martinez, and Daniel R. Jimenez Introduction Background A Roadmap Model for SI A Knowledge-Based Tool for SI Knowledge Extraction and Data Analysis Techniques The Bio-MEMS Case Study Conclusions Acknowledgment References Semiconductor CI - From Current Awareness to Predictive Decision Making: Building a Best-of-Breed CI Program at a Top-Tier Global IC Manufacturer Arik Johnson Introduction Backstory: The Element of Surprise Where to Begin: Benchmarking Comparative Practices A Hybridized Model and Gradual Implementation Year Two: Consolidation and Building the Knowledge-Base Taxonomy