USE OF INTELLIGENCE PRODUCTS
We pose no greater cybersecurity risk than other vendors," Huawei said. The company insisted it "has never been asked to provide access to our technology, or provide any data or information on any citizen or organization to any government, or their agencies. ZTE said in a statement that its mobile phones and devices incorporate chipsets and other components manufactured in the U. Cotton introduced a bill last week that would prohibit the government from contracting with companies that use Huawei or ZTE products.
It's a companion bill to the "Defending U. Government Communications Act" put forth in the House last month. In , Congress passed a law that prevented some federal agencies from buying tech from these firms without approval.
It's the latest push by Congress to prohibit foreign-made products due to intelligence concerns. For instance, the Russia-based Kaspersky Lab has been banned from federal computers.
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The FBI, CIA and NSA say American citizens shouldn't use Huawei phones
SmartAsset Paid Partner. As they develop, analysts select career tracks based on particular disciplines and home offices within their organization.
Key tracks include military, political, leadership, economic, terrorism, and cyber analysis, with sub-disciplines within e. Home offices are organized by region e. Middle East, Southeast Asia or by functional area e. Policymakers often complain about their intelligence support.
Army Intelligence and Security Command
The morning readbook does not contain the type of the intelligence and analysis they need. The assigned briefers lack the expertise to sufficiently field their questions. The frustration mounts until the policymaker checks out, no longer reading their book or taking briefs. Well, to the frustrated policymaker, I ask: Did you actually tell the intelligence community what you need? Did you explain to the briefer and their home office leadership what types of products and briefings you find most useful?
Analysts do their best to anticipate policymaker needs and tailor their products accordingly, but they are not mind readers yet. Tell them what you need, and they will deliver. It is their job. Indeed, it is the opposite. The intelligence community is there to inform the policy discussion, help policymakers think through an issue, and play out the international responses and after-order effects of U. But the intelligence community does not take a position on policy and is rightfully firewalled from decision-making.
So, no, the analysts are not trying to undermine you. But if their analysis seems to suggest — tacitly and unintentionally — that your policy or operation is doomed to fail, perhaps you should revisit your assumptions and the course of action they, for you, informed. The intelligence might indicate that your policy is going nowhere.
Are you convinced your intelligence book is worth reading and briefings worth taking? This will trim down your book and read time significantly.
How The Ic Works
Avoid getting bogged down in operational and tactical detail unless the intelligence is imminent and urgent, as analysts will soon incorporate the raw intelligence into a bigger analytic picture for you. Sure, the details of these reports can be titillating, but reading too much into one report, from one perspective, can lead policymakers to jump to terrible conclusions. Learn the analytic tribes — by organization, home office, discipline — and where the strengths are in the intelligence community for certain issues or topics.
This will help ensure the analysis you receive is from those with the most expertise. If not, actively seek it out. Know what you are reading. Learn from analysts the mechanics of how each product was made — from intelligence collection to analysis to dissemination. Do not just take your mornings briefs. Avoid having too many managers or requesting the most senior people just because they are senior; the real experts are the analysts in the trenches. Debate them. Analysts will relish the opportunity for well-informed but no-holds-barred discussion on the issues they care about most with the people who can actually affect them.
Share your unique insights as a policymaker with analysts. Keep them in the loop on interagency discussions so that their analysis is relevant to policy considerations. Give them readouts of your big-shot meetings, overseas boondoggles, and streams of reporting that they may not be seeing. In other words, turn the tables on the intelligence community, test your own intelligence skills, and recruit them. Analysts you have previously looped in and made time for will bend over backwards to meet your demand.
To increase your odds of a thorough, timely, and tailored product, ensure that you consistently provide feedback — both good and bad — on their products. The intelligence community wants to know if their products are relevant and impactful.
If they are not, help them adjust course. Have some humility and accept that there is no perfect diplomatic gambit, clinical operation, or magic bullet. Work with the intelligence community to identify weaknesses and risks in your policy that adversaries could exploit and brainstorm opportunities to which the enemy is vulnerable.
Bear in mind not to cross the intelligence-policy firewall, but exploit the expertise at your disposal. With your burning questions answered and healthy habits adopted, you, the mid-level policymaker, have recovered from your lackluster performance at last National Security Council meeting and are ready for the next one. You now understand what is in your noticeably trimmer, strategically focused readbook. The book is now filled with tailored products, based on your consistent feedback, from the analysts you routinely invite to deep dives and debriefs.
When the National Security Council agenda hit, you already had good sense of the state of play, can quickly game through how potential policies would play out, and have honed in on realistic options that have a chance to succeed.
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The analysts are eager to stay late and come in early to help you prep, and look forward to your meeting readout to inform their next round of products. You have successfully bridged the formidable policy-intelligence divide. Because you, my policymaking friend, now have intelligence.