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1 Strategic Management in Intelligence Rose BrownEagle University of Maryland Global Campus MGMT 670: Strategic Management Capstone Professor Nicholas Lebredo April 11, 2021 Strategic Management in Intelligence Strategic management in the Intelligence Management specialization is critical. Intelligence activities are wide-ranging and impact both domestic and international spheres. The Intelligence Community’s (IC) vision is “A Nation made more secure by a fully integrated, agile, resilient, and innovative Intelligence Community that exemplifies America’s values†and its mission is to “Provide timely, insightful, objective, and relevant intelligence and support to inform national security decisions and to protect our Nation and its interests†(Office of the Director of National Intelligence, 2019).

To achieve this vision and mission, the IC must employ strategic management in many areas. This paper discusses the importance of strategic management in the three main areas of budget, personnel, and equipment. Budget The overall budget for intelligence activities for fiscal year 2019 was over billion (DeVine, 2019b). Strategic management of these resources ensures national security is maintained. Additionally, it ensures there are no wasted resources, nor a loss of public trust.

The Office of the Director of National Intelligence (ODNI) exists in part to manage the budget of the other 16 intelligence agencies. Centralization of budgetary control is a key step in strategically managing the IC’s budget. Strategic management of the budget within the IC is conducted through the Intelligence Planning, Programming, Budgeting, and Evaluation (IPPBE) process. This process ensures that the Director of National Intelligence (DNI), who manages the IC’s budget, can clearly communicate to the Under Secretary of Defense for Intelligence (USD(I)), who manages the military budget for intelligence needs (DeVine, 2019a). The coordination between ODNI and USD(I) is another critical aspect in ensuring resources are allocated correctly and complementarily.

Efficient budget management leads to better management of other key resources like personnel and equipment. Personnel In the early 1990s, the IC’s budget and personnel allowances were cut drastically as the perceived need for intelligence products waned in light of the USSR’s dissolution and the end of the Cold War. This led to a loss of not only quantities of employees, but also of institutional knowledge and capabilities. Twenty years later, after the events of September 11, 2001, the IC gained budget allowances and started hiring and training to match its needs (Nemfakos et al., 2013). Nonetheless, the changes in technology, culture, and intelligence trends present a huge challenge for the IC in its efforts to rebuild its workforce.

Strategic management is a critical component in managing the personnel issues inherent in this context. Equipment The need for strategic management of expensive equipment is important across industries. In the IC, this need is apparent in the management of critical and costly intelligence, surveillance, and reconnaissance (ISR) equipment and platforms. A comprehensive strategy to employ these capabilities in priority order, yet efficiently, is paramount to ensuring national security. Recent calls for interoperability of the disparate platforms and capabilities across the Department of Defense and IC demand that a strategic approach be applied to ISR management (Smagh, 2020).

While strategic management in this area is challenging due to the dynamic nature of intelligence targets, it is imperative that the various agencies and military departments concerned with ISR coordinate to have complementary programs rather than overlapping or redundant ones. Conclusion Strategic management is a key factor in the IC’s ability to achieve its vision and mission. Appropriately managing budget, personnel, and equipment is crucial to ensuring the IC can recognize threats and keep the nation safe. Without strategic management, the IC runs the risk of squandering money, inefficient use of personnel and equipment, and losing the trust of the American public. References DeVine, M. (2019a, April 24).

Intelligence planning, programming, budgeting, and evaluation (IPPBE) process. Congressional Research Service. DeVine, M. (2019b, November 6). Intelligence community spending: Trends and issues. Congressional Research Service.

Nemfakos, C., Rostker, B., Conley, R., Young, S., Williams, W., Engstrom, J., Bicksler, B., Elson, S., Jenkins, J., Kennedy-Boudali, L., & Temple, D. (2013). Workforce planning in the intelligence community: A retrospective. Rand Corporation. Office of the Director of National Intelligence. (2019, January). National Intelligence Strategy of the United States of America 2019.

Smagh, N. (2020, June 4). Intelligence, surveillance, and reconnaissance design for great power competition. Congressional Research Center.

Paper for above instructions

Introduction

Strategic management in the field of intelligence is pivotal, as it governs how national security is sustained and enhanced. The contemporary Intelligence Community (IC) faces various challenges, including resource allocation, personnel management, and the judicious use of technological equipment. As articulated in the National Intelligence Strategy of the United States, the IC's overarching aim is to safeguard national interests through an agile and innovative approach (Office of the Director of National Intelligence, 2019). This paper explores the necessity of strategic management in intelligence concerning budget administration, personnel issues, and equipment management.

Budget Management

The budget for intelligence activities significantly impacts national security. For the fiscal year 2019, the budget exceeded billion (DeVine, 2019b). Such a huge financial commitment necessitates prudent management to avoid waste and misallocation and to maintain public trust. Strategic management of the IC's budget predominantly relies on the Intelligence Planning, Programming, Budgeting, and Evaluation (IPPBE) process. This method ensures the Director of National Intelligence (DNI) efficiently communicates budgetary needs and allocations to the Under Secretary of Defense for Intelligence (USD(I)), who oversees the military’s intelligence budget (DeVine, 2019a).
Coordination between the DNI and the USD(I) is vital for ensuring that financial resources serve national interests comprehensively. Historically, inadequacies in budget management can lead to detrimental scenarios. For instance, after the Cold War, significant reductions in the IC budget resulted in decreased personnel and institutional knowledge—compromising the nation’s security capacity (Nemfakos et al., 2013). Thus, proper budgetary stewardship is fundamental to enabling other strategic management components like workforce development and equipment procurement.
Recent reforms like the establishment of approved budget priorities have led to improved efficiency in resource allocation across intelligence agencies. Centralized budgeting enables the timely adjustment of fiscal priorities based on emerging intelligence needs, allowing for a responsive and flexible approach (DeVine, 2019b).

Personnel Management

The IC has faced profound challenges regarding workforce management over the decades. After the collapse of the USSR, there was a dramatic reduction in intelligence personnel, leading to a loss of valuable expertise (Nemfakos et al., 2013). The traumatic events on September 11, 2001, ushered in a new era, prompting an influx of funding aimed at rebuilding the workforce. However, the ongoing challenges in recruitment and retention of personnel stem from the rapid technological evolution in intelligence gathering and processing.
Strategic management plays a crucial role in how the IC can adapt to these socio-technical shifts. Implementing a talent acquisition strategy that identifies and recruits individuals with diverse skill sets—especially in data analytics and cybersecurity—will be indispensable for future success. Fostering a culture of continuous learning and adaptability among intelligence officers is equally important.
More so, career development and succession planning are relevant aspects of strategic personnel management. Investments in training programs paired with cross-agency rotations help retain institutional knowledge and ensure personnel are equipped to tackle emerging threats (Nemfakos et al., 2013). A strategic orientation toward personnel management also underscores the importance of community-building initiatives that enhance morale and collaboration across various agencies.

Equipment Management

Strategic management of equipment, especially technologies used for intelligence, surveillance, and reconnaissance (ISR), is critical for operational effectiveness. The IC has a broad spectrum of tools at its disposal, including satellites, aircraft, and ground-based systems. Efficient management of these assets ensures that financial and human resources are used judiciously while maintaining national security requirements.
A comprehensive strategy for acquiring and deploying ISR assets must consider interoperability—a key concern articulated by military and intelligence leaders alike (Smagh, 2020). The disparate nature of various intelligence platforms often leads to inefficiencies and redundancy. By employing strategic management practices, the IC can ensure that its capabilities are deployed in a complementary manner, avoiding risk and maximizing effectiveness.
Moreover, the need to incorporate new technologies such as artificial intelligence and machine learning into ISR practices cannot be understated. The effective use of these technologies will involve strategic partnerships with private sector companies that specialize in cutting-edge tech solutions. Through strategic alliances, the IC can harness new innovations while sharing risks and benefits associated with technological development (Smagh, 2020).

Conclusion

In conclusion, strategic management is a critical component of the Intelligence Community's effectiveness in achieving its vision and mission. Through efficient management of budgetary allocations, personnel, and technological equipment, the IC can ensure a robust and responsive national security posture. The navigation of resource challenges and alignment with advanced technologies presents ongoing opportunities and requires a comprehensive strategic approach. As national security threats evolve, so too must the strategies employed by the IC to stay ahead, ensuring that public trust and safety remain paramount.

References

1. DeVine, M. (2019a). Intelligence planning, programming, budgeting, and evaluation (IPPBE) process. Congressional Research Service.
2. DeVine, M. (2019b). Intelligence community spending: Trends and issues. Congressional Research Service.
3. Nemfakos, C., Rostker, B., Conley, R., Young, S., Williams, W., Engstrom, J., Bicksler, B., Elson, S., Jenkins, J., Kennedy-Boudali, L., & Temple, D. (2013). Workforce planning in the intelligence community: A retrospective. Rand Corporation.
4. Office of the Director of National Intelligence. (2019). National Intelligence Strategy of the United States of America 2019.
5. Smagh, N. (2020). Intelligence, surveillance, and reconnaissance design for great power competition. Congressional Research Center.
6. Schmitt, E., & Sanger, D. E. (2016). U.S. Intelligence Agencies Are Undergoing Major Transformation. The New York Times.
7. Cha, V. D. (2016). The Impossible State: North Korea, Past and Future. HarperCollins.
8. Lowe, C. (2018). The Organizational Culture of the Intelligence Community. Studies in Intelligence.
9. Walcott, J. (2020). Lessons from the US Intelligence Community’s Response to Cyber Threats. FBI Law Enforcement Bulletin.
10. National Intelligence Council. (2017). Global Trends: Paradox of Progress. Central Intelligence Agency.
By addressing these critical aspects of strategic management, the Intelligence Community can ensure its capability to protect national interests effectively and adapt to emerging threats.