That's driven by any number of factors, the most prominent of which have been the combat experience of two major campaigns - one in Afghanistan and the other in Iraq - and the ongoing demands of the global war on terrorism.
From Stephen Cambone
That is really not much different from the search engines that are being constructed today for users throughout the entire world to allow them to search through databases to access the information that they require.
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.
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.
Our focus is on outputs rather than inputs.
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.
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.
In other words, by finding the anomalous event, what you do is you get out ahead of activities.
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.
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.
4 perspectives
3 perspectives
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