American - Politician | 1951 -
So we have a group within the office that is devoted to support for the war fighter. That's, of necessity, an operational and tactical level of concern.
Stephen Cambone
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Over the course of two years, we arrived at a point where we began to look at the value added by making information more easily accessible across the intelligence community, both defense and national.
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Our focus is on outputs rather than inputs.
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One is to ensure that the war fighters and the intelligence analysts get the information that they need when they need it, in a format that's useful to them.
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It's easy to measure success by the number of dollars spent or by the number of programs initiated, without having too much regard for what was bought and how useful it was to the people who need it - the war fighter and the analyst.
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In other words, by finding the anomalous event, what you do is you get out ahead of activities.
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And to do that not only for the war fighter, but also to help prepare the people in the acquisition, personnel and policy worlds who need to make adjustments in the department's business, which itself may take 10 or 15 years to accomplish.
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And then fourth, we have that essential group of people who track programs and budgets to ensure that they align with the needs of preparation and warning, counterintelligence and support to the operational war fighter.
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And the reason for focusing on that time frame is that it's going to take us a considerable period of time to develop the new capabilities, processes and organizations that will be needed.
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