By Christopher Paul
Over the previous decade, in particular, 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 enterprises. A wide overview of the organizational layout of USMC intelligence tested tips on how to align it successfully and successfully with present and destiny missions and functions.
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Extra resources for Alert and Ready: An Organizational Design Assessment of Marine Corps intelligence
Chapter Two Approach This chapter describes our approach to this study. This undertaking involved five mutually supporting and related strands of research effort: • a review of the literature on organizational design • a review of documents for and about USMC intelligence • semistructured interviews of personnel in USMC intelligence organizations • analyses of these data • the development and assessment of organizational alternatives for Marine Corps intelligence. In this chapter, we discuss each of these areas in turn.
Optimization of the MCISR-E to maximize efficiency of intelligence operations must be sacrificed to achieve necessary flexibility and adaptability. Despite this, the need for greater efficiency will not go away, especially with limited intelligence resources available. Mitigation. Determine what intelligence functions, processes, and supporting infrastructure is directly required to support this competency and design it for the supplest flexibility, accepting the loss in efficiency. But for those functions, processes, and supporting infrastructure not directly supporting this competency 7 but providing foundation baseline intelligence for it, a greater degree of optimization at the price of flexibility and adaptability can be afforded.
28 Alert and Ready: An Organizational Design Assessment of USMC Intelligence Strategy has many components, but for assessing organizational fit we need only consider the balance between exploration and exploitation in the organization’s strategy. ” An organization’s ability to pursue its goals and follow its strategy depends on resources and authorities. ” Finally, there is the environment in which the organization operates. While goals, strategy, and resources might all be changed by changing the organizational design, environment is dictated by context.
Alert and Ready: An Organizational Design Assessment of Marine Corps intelligence by Christopher Paul
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