The Intelligence Enterprise
2.1 The Stakeholders of Nation-State Intelligence
2
illustrate the relationships between key stakeholder roles and the metrics by which these stakeholders value the enterprise:
• The ownersof the process include the U.S. public and its elected offi- cials, who measure intelligence value in terms of the degree to which national security is maintained. These owners seek awareness and warn- ing of threats to prescribed national interests.
• Intelligence consumers (customers or users)include national, military, and civilian user agencies that measure value in terms of intelligence contri- bution to the mission of each organization, measured in terms of its impact on mission effectiveness.
• Intelligence producers,the most direct users of raw intelligence, include the collectors (HUMINT and technical), processor agencies, and ana- lysts. The principal value metrics of these users are performance based:
information accuracy, coverage breadth and depth, confidence, and timeliness.
Owners (beneficiaries)
Intel users (consumers)
Intel producers
U.S. Public, U.S. National interests Congress (legislative) - executive
SECDEF DCI
Analysts
Processors
Collectors
Analysts NSA
signals
NIMA images
CIA human
DIA human
Open source Comm- ercial Air, space, ground
NCA J2
Unified commands DIA, JICs , JACs Dept
of State FBI Others
Dept of Home- land Security
CIA Civilian
gov’t
• National security
• Global awareness
• Policy impact
• Intelligence utility
• Intelligence contribution to mission effectiveness
• Accuracy
• Coverage breadth
• Data depth
• Throughput
• Access, revisit
• Timeliness
Stakeholder roles Stakeholder structure Stakeholder value metrics
CMO
meas sig/ Productandserviceproviders
Figure 2.1 Structure and metrics of the stakeholders of the U.S. IC.
The purpose and value chains for intelligence (Figure 2.2) are defined by the stakeholders to provide a foundation for the development of specific value measures that assess the contribution of business components to the overall enterprise. The corresponding chains in the U.S. IC include:
• Source—the source or basis for defining the purpose of intelligence is found in the U.S. Constitution, derivative laws (i.e., the National Secu- rity Act of 1947, Central Intelligence Agency Act of 1949, National Security Agency Act of 1959, Foreign Intelligence Surveillance Act of 1978, and Intelligence Organization Act of 1992), and orders of the executive branch [2]. Derived from this are organizational mission documents, such as the Director of Central Intelligence (DCI) Strategic Intent [3], which documents communitywide purpose and vision, as well as derivative guidance documents prepared by intelligence providers.
• Purpose chain—the causal chain of purposes (objectives) for which the intelligence enterprise exists. The ultimate purpose is national security, enabled by information (intelligence) superiority that, in turn, is enabled by specific purposes of intelligence providers that will result in information superiority.
Measures Value chain
Purpose chain Source
Stakeholder
DCI Strategic Intent
National Security Info superiority (right info, time, and place)
• Unify community
• Maximize resources
• Deliver intel superiority products
Freedom
Security, unity product superiority cost
Schedule-cost Performance Interoperability Survivability Reliability-availability Operability Scalability
Maintainability-testability Affordability
Marketability Vulnerability Adaptability
Feasibility-producibility Flexibility-customizability Owners,
beneficiaries, consumers
Intelligence providers
Virtual intelligence enterprise
• Timeliness (latency)
• Update rate
• Accuracy
• Completeness
• Relevance
• Responsiveness
• Coverage
• Anticipation of info needs
• Predictive
• Push to right user
•
• Confidentiality
• Integrity
• Availability
• Agility
• Collaboration
• Allocation U.S.
Constitution
Figure 2.2 Chains of purposes and values for the U.S. IC.
• Value chain—the chain of values (goals) by which achievement of the enterprise purpose is measured.
• Measures—Specific metrics by which values are quantified and articu- lated by stakeholders and by which the value of the intelligence enter- prise is evaluated.
Three major categories of intelligence products can be distinguished: stra- tegic, military-operational, and military-tactical intelligence. Table 2.1 contrasts the categories, which are complementary and often share the same sources to deliver their intelligence products. The primary difference in the categories is the perspective (long- to short-term projection) and the reporting cycle (annual to near-real-time updates).
Table 2.1
Major Categories of Nation-State Intelligence Intelligence
Category Focus (Intel Users) Objects of Analysis Reporting Cycle Strategic or
National Intelligence
Understanding of current and future status and behavior of foreign nations. Estimates of the state of global activities.
Indications and warnings of threats.
(National policymakers)
Foreign policy Political posture National stability Socioeconomics Cultural ideologies Science and technology Foreign relationships Military strength, intent
Infrequent (annual, monthly) long-duration estimates and projections (months, years) Long-term analyses (months, years) Frequent status reports (weekly, daily)
Military Operational Intelligence
Understanding of military powers, orders of battle, technology maturity, and future potential.
(Military commanders)
Orders of battle Military doctrine Science and technology Command structure Force strength Force status, intent
Continually updated status databases (weekly) Indications and warnings (hours and days) Crisis analysis (daily, hourly)
Military Tactical Intelligence
Real-time understanding of military units, force structure, and active behavior (current and future) on the battlefield.
(Warfighters)
Military platforms Military units Force operations Courses of action (past, current, potential future)
Weapon support (real-time:
seconds to hours) Situation awareness applications (minutes, hours, days)
In a similar fashion, business and competitive intelligence, introduced in the first chapter, have stakeholders that include customers, shareholders, corpo- rate officers, and employees. Each holds a stake in achieving the enterprise mis- sion; there must exist a purpose and value chain that guides the KM operations.
These typically include:
• Source—the business charter and mission statement of a business elabo- rates the market served and the vision for the businesses role in that market.
• Purpose chain—the objectives of the business require knowledge about internal operations and the market (BI objectives) as well as competi- tors (CI).
• Value chain—the chain of values (goals) by which achievement of the enterprise purpose is measured.
• Measures—Specific metrics by which values are quantified. A balanced set of measures includes vision and strategy, customer, internal, finan- cial, and learning-growth metrics.