2014 Robert Steele On Defense Intelligence – Seven Strikes

Robert Steele

Robert Steele

On Defense Intelligence: Seven Strikes

Why Secretary of Defense Hagel Must Choose the Next Director of the Defense Intelligence Agency

by ROBERT DAVID STEELE

CounterPunch, 2 July 2014

As the Department of Defense (DoD) prepares to change who manages the Defense Intelligence Agency (DIA), the services are vying to place their candidate without regard to the fundamentals of the position. I thought it would be useful to examine seven areas where the next Director of DIA could make a difference, provided he or she has the explicit support of the Secretary of Defense (SecDef) – otherwise these are seven strikes and that person is “out” before they begin.

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2014 Robert Steele Open Letter to Vice President of the United States of America Joe Biden, The White House

Robert David STEELE Vivas

Robert David STEELE Vivas

SHORT URL: http://tinyurl.com/OSA-Biden

These materials were delivered via certified mail to the Office of the Vice President on Monday 5 May 2014.

There is a better than even chance that the IC “minder” controlling the Vice President’s correspondence intercepted the package and the Vice President is therefore unwitting of this official certified as delivered communication.

1 May 2014 Letter to VP
Biden Six Slides
Open Source Agency Synopsis 2014
2014 Smart Nation Act (Simplified)
USPS Shipment Info for 9502600036814121000268

ADDENDUM: The OSA will be the premier decision-support organization in the world, promulgating the proven process of decision-support (requirements definition, collection management, source discovery and validation, multi-source fusion, geospatially-rooted processing, inter-disciplinary analysis, and open transparent action-enabling production). The OSA will also be the only USG element that provides Congress and the Executive with identical decision-support also shared with the public, and the only USG element that is “all in” on M4IS2/OSE. For those that have asked about personnel, tables of organization, budgets, etcetera — at this level of play, decisions are made on one line and a number. OMB has set the numbers — $125M IOC toward $2-3B FOC. My personal view is that the organization should consist of no more than  120 full-time personnel within the HQ element on the South-Central Campus. Spending will be focused on individual minds in every clime and place, and on incentivizing coalitions among the eight tribes across all boundaries. The School of Future-Oriented Hybrid Governance, the World Brain Institute, and the EarthGame will be independent subsidized elements manned by rotational personnel on sabatical — gatherings of eagles from across all nations, agencies, disciplines, and domains.

M4IS2: Multinational, Multiagency, Multidisciplinary, Multidomain Information-Sharing and Sense-Making

OSE: Open Source Everything — the only affordable, inter-operable, scalable, and therefore sustainable global approach to engineering

Full Text Below the Fold — Use Translate Box to Read in Other Languages

全文下方折 – 使用转换盒来阅读其他语言
Texte intégral en dessous du pli - Utiliser Traduire Boîte à lire dans d’autres langues
Полный текст ниже раза - Использование Перевести Box читать на других языках
पूर्ण पाठ तह के नीचे - उपयोग अन्य भाषाओं में पढ़ने के लिए बॉक्स अनुवाद
Texto completo abaixo da dobra - Utilize Caja Traduzir para ler em outros idiomas
Teks Penuh Di bawah Lipat - Gunakan Terjemah Box untuk Baca dalam Bahasa Lain
Texto completo debajo de la tapa - Utilizar Caja de Traducion para leer en otros idiomas Volledige tekst onder de vouw - Inzetten Vertalen Box te lezen in andere talen

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Mini-Me: US Intelligence Community’s Kodak Moment — IMPLOSION — Comment by Robert Steele

Who?  Mini-Me?

Who? Mini-Me?

Huh?

The U.S. Intelligence Community’s Kodak Moment

The game is changing rapidly. Can Washington’s intelligence community keep up?

Josh Kerbel

National Interest, 15 May 2014

Josh Kerbel is the Chief Analytic Methodologist at the Defense Intelligence Agency. He writes often and openly on the intersection of government (especially intelligence) and globalization. The views expressed in this article are his alone and do not imply endorsement by the Defense Intelligence Agency, the Department of Defense or the US Government.

Click on Image to Enlarge

Click on Image to Enlarge

In 2012, the once-mighty Eastman-Kodak company declared bankruptcy. It was an event that should have reverberated strongly with the United States Intelligence Community (IC)—and not just due to the obvious connection between imaging and spying. Rather, it should have resonated because in Kodak the IC could have glimpsed a reflection of itself: an organization so captivated by its past that it was too slow in changing along with its environment.

To understand the IC’s similar captivation and lethargy—to remain focused on classified collection in an era of increasingly ubiquitous, useful and unclassified data—one must first understand the type of problem around which the modern IC business model remains designed: the Soviet Union. The Soviet Union was fundamentally a collection problem. That is to say, it was a closed system (i.e., a discrete entity) with clear edges and a hierarchical governance structure. Given that nature, knowing what was happening in the Soviet Union required the use of classified means of collection—most of which the IC alone possessed.

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Berto Jongman: US Intelligence Community Needs a New Workforce Model

Berto Jongman

Berto Jongman

The Intelligence Community Needs a New Workforce Model

It’s a new world for the 17 agencies within the intelligence community. Their budgets are shrinking in the face of an undiminished threat landscape and a growing list of cyber-adversaries.

The IC can do a lot of things, but it can’t make money grow on trees. It faces a grand workforce challenge: Smaller budgets. Reduced hiring. Increased uncertainty. The problems are magnified significantly during national security events that require a surge of talent.

Click on Image to Enlarge

Click on Image to Enlarge

With all that in mind, the Intelligence and National Security Alliance developed a task force of former senior intelligence officials and stakeholders from industry and academia to explore potential solutions. The resulting white paper released May 7,  titled “Smart Change II: Preparing the Intelligence Community Workforce for an Evolving Threat and Fiscal Environment,” is a sequel to an initial INSA-led effort in 2011.

The white paper outlines several ways the IC could ensure a continuous assessment of strategic risk related to workforce reductions and proposes an overarching framework for civilian, military and contractor components of the IC that would guide strategic planning and management decisions.

“Budget constraints are the reality now,” said Deborah Kircher, Chief Human Capital Officer for the Office of the National Director of Intelligence, speaking at a Strategic Manpower Planning event hosted by Nextgov.

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