Professional Documents
Culture Documents
Background: The attacks on the United States on September 11,2001 exposed severe
shortcomings in our intelligence capabilities. We did not have effective access in
countries where we have no official presence; we were unable to penetrate hard targets
like terrorist organizations operating abroad or cells established in the United States.
The structural problems are the simplest to understand and their remedies
straightforward. The government agencies charged with foreign and domestic intelligence
are the creatures of a different age with laws, regulations and organization fashioned for
external wars and internal threats of the last century where strict separation of foreign and
domestic activities was desired.
More important than organizational reform is dealing with the second category of
dysfunction we have broadly defined as cultural; process over output; bureaucratic
careerism; groupmink; a law enforcement rather than preventive mindset; deep aversion
to covert operations; fear of abusive litigation. These problems cannot be solved by
organizational changes however bold. They can be changed only by appointing,
confirming and supporting proven leaders of talent and experience to the top positions of
the intelligence establishment. It is they who must sweep away the irrational security,
classification and career path obstacles to create a new, agile innovative career
environment in which excellence not mediocrity will flourish.
To accomplish such change these leaders must have new community wide authorities
over personnel policies, certain budgets and appropriations, and security classifications
and clearances.
Some of these changes can be done by executive order, many will require legislation, and
to succeed all will require major changes in Congressional oversight. We are making
specific recommendations for congressional oversight reform.