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get redirected here Over the earlier decade, particularly, U.S. Marine Corps (USMC) intelligence has needed to tailor its association to satisfy the evolving calls for of the operational surroundings. This has ended in a few advert hoc preparations, practices, and firms. A huge assessment 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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In einer packenden Erzählung schildert der Journalist Lawrence Wright erstmals umfassend die Vorgeschichte des eleven. September. Vier Männer stehen im Mittelpunkt: Osama Bin weighted down und seine Nummer zwei, Aiman al-Sawahiri, der FBI-Mann John O’Neill und der saudische Geheimdienstchef Turki al-Faisal. Meisterhaft verknüpft Wright ihre Lebenswege zu einem Gesamtbild der Ereignisse, Wendepunkte, Versäumnisse und Fehleinschätzungen, die den Anschlägen vorangingen.
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Furthermore, as discussed later, the interviews provided a trove of “gripes,” many of which, when distilled and synthesized, contributed to a list of issues of potential concerns. While many of these issues were not directly structural or organizational, their enumeration and prioritization should still be valuable to the USMC intelligence leadership as it seeks to improve the enterprise. 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.
However, we were unable to do so on the basis of frequency of mention or occurrence in our interview sample for several reasons. First, our sample is not a probability sample and is not proportionally representative of a discernable and distinct portion of the broader USMC intelligence enterprise. Our sample includes representatives from all of the organizational elements that we sought, but not in fixed proportions. Second, there were variations in the number of personnel available at each of the organizations during our site visits, and we added additional respondents through direct referral from interviewees.
To solve that problem, a functional concept for intelligence was developed that laid out principles that are essential in ensuring effective intelligence support to operations. 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.