By Christopher Paul
Over the prior decade, particularly, U.S. Marine Corps (USMC) intelligence has needed to tailor its association to satisfy the evolving calls for of the operational atmosphere. This has ended in a couple of advert hoc preparations, practices, and corporations. A large evaluate of the organizational layout of USMC intelligence tested how you can align it successfully and successfully with present and destiny missions and functions.
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These principles are as follows: The focus is tactical intelligence. The intelligence focus must be downward. Intelligence drives operations. The intelligence effort must be directed and managed by a multidiscipline-trained and experienced intelligence officer. • Intelligence staffs use intelligence; intelligence organizations produce intelligence. • The intelligence product must be timely and tailored to both the unit and its mission. • The last step in the intelligence cycle is utilization—not dissemination.
The department, headed by the DIRINT, supports the Commandant of the Marine Corps. The DIRINT is assisted and supported by the Assistant Director of Intelligence and staff. The Intelligence Plans Division is responsible for oversight of intelligence requirements and capabilities planning, development, and integration. In addition, the division coordinates geospatial intelligence (GEOINT), SIGINT, meteorology and oceanography, and electronic warfare programs. The Intelligence Operations Division, on the other hand, provides intelligence support to headquarters and CI, SIGINT, and HUMINT management.
Many of these issues can potentially be resolved by the organizational alternatives recommended in Chapter Seven; some suggestions for progress on nonstructural issues are offered in Chapter Eight. , we usually asked respondents to recommend others whom we could speak with regarding the issues under discussion). In all cases, interviews were voluntary and contingent on our ability to contact the 2 Ideally, we would also have interviewed an extensive array of intelligence customers in the USMC, but that did not prove feasible in the time available.