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A New Approach to Information Management

By Sajad Abedi

 

The American people, both directly and through their representatives, are more focused on organizing and conducting the work of intelligence agencies than ever before. Because intelligence operations play such an important role in life and security. From September 11th, terrorism and weapons of mass destruction that are constantly being debated in American families to this day.

Not surprisingly, there are suggestions for the transformation of organizations and the US intelligence system beyond public awareness. Foreign countries are demanding this, and many people inside the country also need to understand such a change. Many of the organizational methods and structures that have proven successful over the years have failed in some cases, especially on September 11th, and have provided enough information to the United States in dealing with Saddam Hussein’s weapons designs in Iraq. They did not set up the country.

Information managers and many other people who are involved do not agree with such changes. They often prefer to deal with marginal issues because new information comes in every day and it is time consuming to make such changes. In 1986, Casey, former head of the CIA, created a counterterrorism center. He believed that the center created the necessary coordination in design and operation, and analysts were working in the immediate vicinity of the operators, but many of the old members of the CIA and intelligence operations felt their positions and those under their control threatened. They knew even years after the establishment of the anti-terrorist center, there has been tension between the function of the center and other elements of the organization.

The CIA, after receiving adequate guidance from the military, should provide an official mechanism for post-operative investigations. A review of human intelligence gathering about Iraq should include the history of that program, the selection of personnel for it, the targeting of Iraq and the recruitment of people and benchmarking it for deployment and operation.

Such a “post-operation” review should not sink to the level of shielding, accusing, defining or denigrating anyone. It should also be ensured that managers and leaders discuss important goals such as Iran and North Korea, systems for designing breakthroughs, tools for deploying a framework for spy operations based on accurate surveys and information to adjust the plan to maximize the quality and ensure optimal operations. Other human resources managers should have a summary of the methods that have been effective in reducing the failure rate. Really important operational information should not be compromised in this way.

Managers and information leaders should work on the re-use of “post-operation” formal surveys, planning, recruiting, training, recruitment, assessment and promotion of their staff. In many cases, the development of such systems is not required by law. The system needs to be explicit, honest and accurate, and also requires a co-operative work force. This system examines the need for a foreign country in order to increase the success of a successful business person, not a business, policy or training consultant in a team. Such a foreign country has a new perspective and can ask questions that do not come to the minds of others.

A commitment to using the best results in these reviews is essential. The US government and politicians are eager to face a crisis and failure to design new policies or seek quick solutions and examine the issue. In any organization, it’s difficult to transfer funds from steady plans to creative and new ones. Especially in the US government, the fundamentals of the country’s budget are old and weird. Every year the congress and executive branch decide on budgeting for personnel, logistics, operational programs and infrastructure – they decide to leave it the same or increase it with a slight change. When the management of the organization, the budget and congressional organization agrees with the operational plans, then they will be licensed and funded. It is difficult to compete for the new budget, but basically the competition between the initiatives takes place, not between the new plans and the fixed plans.

One of the hallmarks of CIA operations is the development of creativity. Creative leaders and officers will identify problems and provide solutions, But spending too much on new creativity, regardless of cutting or cutting out budgets. The “stirring up” of something in the database is hard and frustrating. But when all US intelligence facilities are under investigation and new threats, they must be shuffled.

Spying, human gathering and other programs will never be fully realized. Because of this is the nature of the world of information. The only thing they guarantee is that their performance in the context of informing policymakers and military and operational commanders emphasizes the quality, accuracy, accuracy and utilization of the best available technical and human-coordinated programs.

Sajad Abedi is a Resident Research Fellow at the National Security and Defense Think Tank. He obtained his Ph. D. degree in National Security from the National Defense University, Islamic Republic of Iran. His research interests pertain to Arab-Israeli studies, Cyber Security studies and National Security.

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