by Brigadier General John W. Smith
For many at Fort Huachuca, 1997 will be remembered as the year of the Army Warfighting Experiments (AWEs) in addition to our having trained about 9,000 soldiers. The Intelligence Center participated heavily in both the Brigade Task Force XXI AWE in March at the National Training Center and the division-level AWE in November at Fort Hood, Texas. The AWEs are essentially the Army's "tests" of its actions to upgrade its capabilities to those outlined in Force XXI, and to keep pace with the significant changes in the way we will fight in the 21st century.
While supporting the AWEs last year, the Intelligence Center also acted to keep in step with the pace of change occurring Armywide. Over the course of 1997, the Intelligence Center devised a plan to restructure the MI schoolhouse to better prepare Fort Huachuca to train the Army's MI force in the next century. In this piece, I'd like to update you on the effort to restructure the Intelligence Center, a major undertaking that took all of 1997 to complete.
The ChallengeSimply put, the reality of change brought on by technology, resource cuts, and the operations tempo (OPTEMPO) of MI units led us to examine whether our current structure was up to the task of allowing us to continue putting out a first-rate "product" - Students, doctrine, and organizational and materiel solutions. The consensus was that change was in order.
As a consequence, we convened a task force (TF) charged with fulfilling some simple goals:
- Take a fresh look at not just what "products" we should be providing for Force XXI and beyond, but also look at how we do it.
- Eliminate layering and consolidate like functions.
- Put the necessary resources in the hands of the person responsible for delivering the product.
The TF was charged with examining not only the organizational structure but also the physical and information structures. In the end, the TF was challenged to eliminate redundancy and irrational ways of doing business while positioning the Intelligence Center to deliver first-rate "products" to the MI force on timelines that would answer the needs of digitized intelligence under Force XXI.
The ResultThe Commander, U.S. Army Intelligence Center and Fort Huachuca, approved the restructure concept and plan in September. We are in the midst of implementing it now. (Editor's Note: See page 32 for a diagram of the three new directorates with points of contact in each organization.)
The scope of change brought on by Fort Huachuca's restructure is enormous, so I will confine my discussion to four areas where we have brought like talent and functions together or pursued some "flattening" of the organization. One of the main ideas that we pursued in the new structure was to separate initial entry training from follow-on career development. That pointed to two separately focused organizations - the 111th MI Brigade and the Continuous Learning Directorate - each led by a colonel and resourced to do its own training development and training. The third area combines concepts and doctrine. Finally, the Directorate of Operations, Training, and Doctrine was integrated into the three new directorates.
111th Military Intelligence Brigade. As noted, the 111th will narrow its focus. It will conduct initial entry training for enlisted soldiers, but also for warrant officers (the Warrant Officer Basic Course) and lieutenants (the MI Officer Basic Course). To execute this mission, the brigade will go from a five to a three-battalion structure, with each battalion focusing on a primary aspect of military intelligence: Analysis, signals intelligence, and technical collection. The 304th MI Battalion will be inactivated; its unmanned aerial vehicle, Advanced QUICKFIX, and Guardrail Common Sensor missions will migrate to the technical collection battalion. In keeping with a recent force structure initiative to create Active Component/Reserve Component (AC/RC) composite units in the MI force structure, RC soldiers will be integrated into each battalion as well as the brigade staff.
Continuous Learning Directorate. This new organization will focus on providing advanced skills training; it is thus charged with the responsibility to develop exportable training products for MI units in the field. As the Intelligence Center moves more into distance learning, the lead will belong to this organization. Advanced enlisted, warrant officer, and commissioned officer training will occur here. The officer training battalion (326th), formerly in the 111th MI Brigade, will be resubordinated to the Continuous Learning Directorate. It will develop and conduct both the Warrant Officer Advanced Course and the MI Officer Advanced Course. The Noncommissioned Officer Academy will be aligned with the officer training battalion.
In addition to these training units, the Continuous Learning Directorate will have subelements whose focus is on advanced individual skills and advanced collective skills. The recently developed All-Source Analysis System Master Analyst Program, for example, will be part of the advanced individual skills organization. The advanced collective skills organization will focus on the needs of MI units in the field. It will develop and export common scenarios, lead the Intelligence Center's distance learning development, and develop and export tools (like the Combat Synthetic Training Assessment Range and Military Intelligence Combat Assessment Tables) to facilitate collective training and evaluation by unit commanders. In a nutshell, you may think of Continuous Learning as the single "belly button" to push if you are in the field and need training help.
Futures Directorate. This organization is in part an evolution from the previous Directorate of Combat Developments (DCD). A significant part of the front-end training development function moved to this organization. The intent is to greatly reduce the time and intellectual "distance" between the point where ideas first appear as "concepts" from Integrated Concept Teams and the point in time when they appear as DTLOMS (doctrine, training, leaders, organizations, materiel, and soldiers) products.
Futures will be a home not only to concept writers but also to doctrine writers. We believe that the traditionally long lag between concept and doctrine development will be significantly improved as a result of this move.
The Office of the Chief, Military Intelligence (better known as OCMI), will transition from being a stand-alone organization to becoming an element of Futures. The "manning-the-force" function previously directed by OCMI will be consolidated with Master Plans, the former DCD element that did Table of Organization and Equipment design for MI units. OCMI's MI Branch Relations functions, such as its conduct of the annual Hall of Fame ceremony, will move to the Garrison Command as part of the latter's newly created Community and Branch Relations organization.
New systems training, including the New Equipment Training Team, will also be part of the Futures Directorate. As part of the effort to consolidate all systems-related functions, Training and Doctrine Command Systems Managers will also be aligned with Futures. Finally, the Battle Command Battle Lab-Huachuca, the Intelligence Center's leader in experimentation, will be aligned with the Futures Directorate to better facilitate coordination of the Intelligence Center's experimentation activity with initiatives in combat and doctrine development. As in the case of the 111th MI Brigade and the Continuous Learning Directorate, the Futures Directorate will also have RC soldiers integrated throughout its structure.
Directorate of Operations, Training, and Doctrine (DOTD). With the new look of this reorganization, something had to "give." This was it. DOTD was disbanded, with its core functions migrating to other organizations. As I mentioned earlier, the training development function, formerly done only in DOTD, will now be done by both training organizations. Doctrine, as noted, moved to Futures.
ConclusionBecause of space constraints, the above clearly is only an overview of what consumed the better part of 1997 and about 10 man-years of effort. I offer this to keep you abreast of what is going on in your branch, but more importantly to communicate this thought: We are intent on delivering the best, most timely product possible to MI soldiers and commanders. With this action, we believe that we have postured ourselves to be ahead of the pace of change that technology, resource reductions, and unit OPTEMPOs have put on our collective plates.
If you want to comment on the reengineering or offer further ideas for us to consider, send your "cards and letters" to email@example.com.ALWAYS OUT FRONT!