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Draft Chapter for Strategic Intelligence

information can be seen in time and geospatial context;28 and the creation of a national skunkworks with an anti-trust waiver for the public testing and certification of all open sources, softwares, and services.  Rapid promulgation of free wireless within urban areas and in the Third World will help accelerate both sharing in the North and West, and uploading of useful information from the East and South.


In evaluating the failure of  analysis, it is important to understand that most U.S. analysts are too young, too inexperienced in the real world, and too isolated from foreign or even U.S. private sector experts, to realize that the secret information they are receiving is out of context, often wrong, and largely irrelevant to strategic analysis.  Their managers are too busy trying to be promoted or to win bonuses or please the White House (or the representative of the White House, the Director of Central Intelligence (DCI)).  As a result, the strategic analysis vision of Sherman Kent has been dishonored and largely set aside.  There have been three major failures in analysis over time.

1.  Hire Young.  The intelligence management philosophy in both the national civilian hires and at the military theater and service center levels has combined “hire to payroll” with obsessive lazy security parameters that have resulted in an analytic population that is largely young, white, and mostly bereft of overseas experience and especially long-term residency in foreign countries.  On the one hand, budgets have been used to hire low and promote over time, treating analysis as an entry-level hiring challenge rather than a mid-career sabbatical challenge; this has been deeply and pathologically influenced by a low-rent

Version 2.4 dated 7 April 2006

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