Vision 2015 : a globally networked and integrated intelligence enterprise.
Globally networked and integrated intelligence enterprise
United States. Office of the Director of National Intelligence.
Director of National Intelligence
Record modified: 2011-09-08
Record created: 2009-01-27
Modified: Wed Jul 16 03:00:59 EDT 2008
Title from PDF cover (viewed on July 22, 2008)
Extent: 28 p. : ill., digital, PDF files
Abstract: "We are engaged in a dynamic global environment, in which pace, scale, and complexity of change are unprecedented. It is a networked world where what happens in Peshawar affects Peoria--and vice versa. Risks are often unforeseen and threats are hidden and agile, making the job of intelligence professionals more critical and more challenging. Our national security depends on anticipating risks and out-maneuvering our adversaries, not just out-muscling them. Therefore, intelligence is more critical than ever. We must address these risks and threats by integrating all elements of national power--defense, homeland security, diplomacy, development, and intelligence. However, the Intelligence Community is still largely structured, staffed, and operated around a design optimized for a different era. Adapting the Community to this new environment is our fundamental challenge. The purpose of this Vision document is to chart a new path forward for a globally\n networked and integrated Intelligence Enterprise for the 21st century based on the principles of integration, collaboration, and innovation. The mission of the Intelligence Community is to create decision advantage for our customers--policymakers, military commanders, law enforcement and homeland security officials. This means we collect and analyze intelligence to improve our customers' ability to make a decision while denying our adversaries the same advantage. To transform the Community and create decision advantage, we need to accomplish the following: develop integrated capabilities to address emerging challenges in cyber space and support new missions such as energy security; create a customer-driven intelligence model; improve our ability to anticipate and prevent strategic surprise through better global awareness and strategic foresight; Integrate the Community through mission-focused operations that transcend agency and functional silos. This also requires us to\n network our collection assets to work, autonomously and cooperatively in near-real time, to penetrate the most difficult targets; Field a net-centric information enterprise that enables end-users to discover, access, and exploit intelligence information in a secure, tailored manner; Remove the barriers to cross-agency collaboration by integrating the strategic enablers of the Intelligence Enterprise--human capital, education and training, business systems, facilities, science and technology, and acquisition and procurement."--P. 1.
Intelligence service--United States
National security--United States
Organizational change--United States
United States--Strategic aspects
OCLC No.: 234434375
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