By Christopher Paul
Over the previous decade, specifically, U.S. Marine Corps (USMC) intelligence has needed to tailor its association to fulfill the evolving calls for of the operational setting. This has led to a few advert hoc preparations, practices, and agencies. A wide evaluate of the organizational layout of USMC intelligence tested tips to align it successfully and successfully with present and destiny missions and functions.
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Extra resources for Alert and Ready: An Organizational Design Assessment of Marine Corps intelligence
The production and analysis company provides imagery support as well as both all-source and cultural intelligence. The MCSB provides regionally focused support to SIGINT analysis and coordinates with the radio battalions. The CI/HUMINT support company is responsible for service-level HUMINT collection management. The Intelligence Integration Division (IID) of the MCCDC, the PM Intel (program manager, intelligence systems), the PM IDF&D 20 Alert and Ready: An Organizational Design Assessment of USMC Intelligence (program manager, intelligence data fusion and dissemination), and the intelligence schools account for the remaining key elements of the intelligence-supporting establishment.
For general and direct support, the military typically establishes habitual relationships between supported and supporting units. The same units train together in peacetime and deploy as needed. In attachment, control shifts toward the mission side and away from the functional side, which still has responsibility for providing trained and experienced personnel. In assignment, the matrix is, in fact, discarded and the functional element becomes part of the divisional structure. However, while the functional element may no longer have control of the resource, that element may still have influence over the training and experience of the functional personnel.
While the mission and principles of the original intelligence plan were focused primarily on the operational and tactical levels of the USMC, these seven objectives are meant to aid in assessing and understanding intelligence organization at all levels, so they are necessarily broader. Each of the objectives directly corresponds to one of the seven principles in the 1994 Intelligence Plan but has been broadened, expanded, or tweaked to encompass all the elements of strategic intent that we identified: • ability to operate in a complex and rapidly changing tactical environment, as well as in complex but more predictable environments • intelligence capabilities that support decentralized decisionmaking, where appropriate • intelligence capabilities that are integrated with operations and continuity efforts • intelligence organizations that are directed by trained, experienced intelligence officers • intelligence personnel who are trained and practiced in their specialty • timely intelligence products that are unit- and mission- (not discipline-) focused • requirements that are understood in the user’s terms and context, along with intelligence that is presented and marketed in an accessible way.