DIRECTORATE OF ADMINISTRATION GOALS, PRINCIPLES AND STANDARDS FOR THE CIA

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00885R000901050001-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 288
• Document Creation Date: December 22, 2016
• Document Release Date: November 22, 2010
• Sequence Number: 1
• Publication Date: January 25, 1984
• Content Type: MEMO

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T
DIRECTORATE.
OF
ADMINISTRATION
GALS, PRINCIPLES AND STANDARDS
FOR THE CIA
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DDA 84-0217/4
2S January 1984
`?fE~DR\NDDUM FOR: Director of Communications
Director of Data Processing
Director of Finance
Director of Information Services
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training and Education
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FROAM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Package for Managers as a Guideline for Development
of Goals, Principles, and Standards for the CIA
to accomplish that. From this we will develop a statement of purpose
applicable to this organization, to our mission, to the kind of customers
we serve, and to the kind of work environment and tasks which our mission
requires."
1. Attached are two copies of the packages that the DCI referred to
during his speech on 24 January 1984. The distribution of these packages
within your organization and the manner in which you get your people
involved is left to you. You will recall that the DCI wants ". . . from
every corner of the organization, a broad examination of what we are about,
what it is we want to foster and encourage, and the kind of things we can do
2. Your inputs to the Director should be approximately two pages and
provided to the Deputy Director for Administration not later than COB
1720' February 1.984.
-5' t
speech for you ,o
I have ahso attached copies of the DCI:
1 t' Lite- wit, 'y our organization fora better undersea :cling of the
1 `NG1 DL TO L^ EL:\SSIFIED 'UPON
If}traL Or-: DCI S 'I DCH ATTACE-IMP'ITS
f E. Fit ater=
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REMARKS OF WILLIAM J. CASEY
DIRECTOR OF CENTRAL INTELLIGENCE
TO
CIA EMPLOYEES
CIA AUDITORIUM
24 JANUARY 1984
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As WE START OUR FOURTH YEAR OF WORKING TOGETHER, I WANT
YOU TO KNOW THAT IT'S BEEN A RICH AND GRATIFYING EXPERIENCE FOR
ME AND I WANT TO THANK ALL HERE FOR WHAT WE HAVE BEEN ABLE TO DO
TOGETHER. AT THE SAME TIME I WANT TO TELL YOU ABOUT SOME
DISCUSSIONS AND EVENTS DURING THE FIRST WEEKS OF THIS YEAR WHICH
BROUGHT HOME TO ME HOW MUCH MORE THERE IS TO DO-
WEEK BEFORE LAST I PREPARED A RATHER DETAILED REPORT ON WHAT
WE'VE BEEN ABLE TO ACCOMPLISH OVER THE LAST THREE YEARS AND
REVIEWED IT WITH THE PRESIDENT- MORE THAN ANY OTHER PART OF THE
GOVERNMENT WE ARE IN ACTION EVERY DAY, DEALING WITH THE WORLDWIDE
APPARATUS OF THE KGB, PLUS SOME 70 NON-GOVERNING COMMUNIST PARTIES,
PLUS PEACE AND FRIENDSHIP ORGANIZATIONS ALL OVER THE WORLD DIRECTED
FROM MOSCOW, PLUS THE EAST GERMAN, CUBAN, AND OTHER BLOC
INTELLIGENCE SERVICES--ALL WORKING TO STEAL OUR TECHNOLOGY, TO
DAMAGE OUR REPUTATION, TO DIVIDE US FROM OUR FRIENDS, TO
DESTABILIZE, SUBVERT AND OVERTHROW GOVERNMENTS FRIENDLY TO US-
THE PRESIDENT KNOWS THAT CIA IS THE ORGANIZATION IN THE FREE
WORLD MOST CAPABLE OF DEALING EFFECTIVELY WITH THIS ENORMOUS
APPARATUS AND FRUSTRATING ITS OBJECTIVES- I WAS ABLE TO SPELL
OUT FOR HIM HOW IN THESE THREE YEARS, ALMOST FROM SCRATCH, WE
HAVE CREATED A CAPABILITY FOR
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COUNTERTERRORISM NETWORK THROUGH OUR RELATIONSHIPS WITH
INTELLIGENCE AND SECURITY SERVICES IN OTHER COUNTRIES- I
REVIEWED HOW, IN RECENT MONTHS, WE HAVE THWARTED TERRORIST
ATTACKS, RECOVERED STOLEN TECHNOLOGY AND CARRIED OUT RESCUE
OPERATIONS IN MANY PARTS OF THE WORLD.
WE HAVE DEVELOPED A WORLDWIDE
IN THE INTELLIGENCE COMMUNITY AND IN CIA THE PRODUCTION AND
QUALITY OF FINISHED INTELLIGENCE FOR POLICYMAKERS IS AT THE
HIGHEST LEVEL IN HISTORY. A GREAT DEAL WAS HEARD ABOUT THE
PURGING OF THE CLANDESTINE APPARATUS IN THE LATE 1970s. LESS
WELL KNOWN IS THE MASSIVE DEPARTURE OF PROFESSIONALS FROM THE
ANALYTIC SIDE OF CIA DURING THE SAME PERIOD- NEARLY HALF OF OUR
ANALYSTS LEFT BETWEEN 1977 AND 1981? FROM A LOW POINT IN 1980
OF ONLY 12 NATIONAL ESTIMATES, IN 1983 WE PUBLISHED SOME 50
NATIONAL ESTIMATES AS WELL AS 25 OTHER INTELLIGENCE COMMUNITY
ASSESSMENTS- IN ADDITION, WE COMPLETED MORE THAN 800 RESEARCH
PROJECTS ON A NEARLY INCONCEIVABLE RANGE OF SUBJECTS FROM SOVIET
WEAPONS SYSTEMS TO POPULATION PROBLEMS TO THE IMPLICATIONS OF
INTERNATIONAL DEBT. THIS WAS IN ADDITION TO OUR STREAM OF
PERIODICALS--DAILIES, WEEKLIES, MONTHLIES AND QUARTERLIES-
I WAS,ABLE TO TELL THE PRESIDENT HOW OUR DIRECTORATE OF
SCIENCE AND TECHNOLOGY HAS COME UP WITH A WHOLE RANGE OF IMPROVED'
METHODS OF ACQUIRING AND ANALYZING INFORMATION. BY WAY OF
ILLUSTRATION, ONE OF THE MORE DRAMATIC OF THESE IS THE CAPABILITY
OF PICKING UP OFF THE AIR THE DAILY ISSUE OF PRAVDA AND OTHER
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SOVIET PUBLICATIONS AS THEY ARE TRANSMITTED FROM MOSCOW TO
SIBERIA FOR PUBLICATION IN AN EARLIER TIME ZONE- WE NOW READ
PRAVDA EVERY DAY BEFORE IT HITS THE STREETS IN MOSCOW-
I WAS ABLE TO SPELL OUT HOW, IN 1983, THE KGB HAS TAKEN THE
WORST SHELLACKING IN ITS HISTORY AS 117 SOVIET INTELLIGENCE
AGENTS DEFECTED OR WERE EXPELLED FROM OVER 20 COUNTRIES ON ALL
CONTINENTS.
IT TOOK ME 20 SINGLE-SPACED PAGES TO SUMMARIZE FOR THE
PRESIDENT WHAT WE HAVE ACCOMPLISHED OVER THESE THREE YEARS.
I HAVE NO INTENTION OF TAKING YOU THROUGH ALL OF THAT.TODAY-
BUT I DO WANT YOU TO KNOW THAT THE PRESIDENT REACTED STRONGLY
WITH PRIDE AND APPRECIATION IN WHAT YOU HAVE DONE IN REBUILDING
AND REVITALIZING THE NAT IONS INTELLIGENCE ARM AND EXTENDS HIS
APPRECIATION AND CONGRATULATIONS.
THIS WEEK, WITH OUR NATIONAL INTELLIGENCE OFFICERS, I AM
PUTTING THE FINISHING TOUCHES ON THE WORLDWIDE BRIEFING WHICH WE
GIVE TO SIX COMMITTEES OF THE CONGRESS AT THE BEGINNING OF
EACH SESSION. TOMORROW, IN THE FIRST OF THESE BRIEFINGS, WE
WILL TELL THE SENATE ARMED SERVICES COMMITTEE ABOUT THE LARGE
NUMBER OF NEW STRATEGIC WEAPONS WHICH THE SOVIETS HAVE UNDER
DEVELOPMENT TO THREATEN US--HEAVY MISSILES, MOBILE MISSILES,
CRUISE MISSILES LAUNCHED FROM NEW SUBMARINES AND NEW AIRPLANES-
WE WILL TELL THEM OF THE SOVIET POTENTIAL TO DEPLOY A MISSILE
DEFENSE SYSTEM NATIONWIDE IN THE EARLY 19905- WE WILL TELL THEM
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ABOUT NEW CONVENTIONAL WEAPON SYSTEMS TO BE DEPLOYED TO SUPPORT
A DOCTRINE OF HIGHLY MOBILE MANEUVER FORCES-SUPPORTED BY
MASSIVE ARTILLERY FIRE AND TACTICAL AIR STRIKES-
WE WILL SPELL OUT HOW THE GLOBAL REACH OF THE SOVIET UNION
HAS EXPANDED OVER THE LAST TEN YEARS SO THAT SOVIET FORCES NOW
OPERATE FROM FULL-FLEDGED BASES IN CUBA, VIETNAM, SYRIA, SOUTH
YEMEN, ETHIOPIA, LIBYA, ANGOLA, AND FROM 14 ADDITIONAL COUNTRIES
ALLOWING MORE LIMITED ACCESS- A SOVIET MILITARY PRESENCE IS
WE WILL SPELL-OUT HOW,COMMUNIST AND RADICAL ARAB STATES USE
50 MAJOR TERRORIST ORGANIZATIONS, OVER 60 TERRORIST TRAINING
CAMPS AND A WIDE ARRAY OF AD HOC TERRORIST GROUPS AND LIBERATION
MOVEMENTS TO THREATEN AND ATTACK OUR PEOPLE, DISRUPT THE PEACE
AND INFLAME RACIAL, RELIGIOUS AND OTHER CONFLICTS AROUND THE
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WORLD- PREPARING THESE BRIEFINGS BRINGS HOME VIVIDLY THE
TREMENDOUS RESPONSIBILITY WE HAVE TO KEEP TRACK OF, TO
UNDERSTAND AND TO WARN ABOUT THE EVOLUTION OF AN AWESOME ARRAY
OF SOPHISTICATED NEW WEAPONS SYSTEMS, OF NEW MILITARY DOCTRINES
AND STRATEGIES, OF THE RISE AND FALL OF NATIONAL ECONOMIES, OF
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POTENTIAL INSTABILITIES AND CHANGES'OF DIRECTION IN COUNTRIES ON --
WHICH WE DEPEND, OF NEW TECHNOLOGIES WHICH AFFECT. BOTH OUR SECURITY
AND OUR PROSPERITY, OF THE POLITICAL DRIVE IN EUROPE TO BREAK UP
THE WESTERN ALLIANCE, OF THE RACE FOR SUPREMACY IN SCIENCE AND
TECHNOLOGY. THIS IS THE STUFF OF EVERYDAY LIFE IN THIS
ORGANIZATION- MEETING THE CHALLENGE OF DEALING WITH THIS PANORAMA
OF FAST MOVING EVENTS 'BOTH DEMANDS AND BRINGS OUT THE BEST IN
ALL OF US-
THE FIRST WEEK OF THE YEAR WE PUT THE FINISHING TOUCHES ON
OUR BUDGET FOR FISCAL YEAR 1985. THE PRESIDENT AND THE CONGRESS
HAVE BEEN GENEROUS IN GIVING US THE RESOURCES TO BUILD AND IMPROVE
OUR CAPABILITY TO MEET THESE CHALLENGES- WE ARE WELL ON THE WAY
TO RECOVERING THE GROUND LOST DURING THE 70s. By 1986 WE WILL
BE EXAMINING THE WORLD MUCH MORE CLOSELY AND WITH NEW TECHNICAL
MARVELS COLLECTING INFORMATION WHICH WE DO NOT NOW REACH- To
HANDLE THIS GREATLY-EXPANDED FLOW OF DATA, GET IT WHERE IT IS
NEEDED, SORT IT OUT AND FIGURE OUT WHAT IT MEANS, WE ARE MODERNIZING
OUR COMMUNICATIONS NETWORK, DEVELOPING NEW COMPUTER SYSTEMS,,AND
OTHER'ADVANCED METHODS OF MANAGING AND TARGETING THESE COLLECTION
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OVER THESE THREE YEARS OUR HUMAN SOURCE COLLECTION HAS GROWN
SUBSTANTIALLY-
OUR ANALYSTS WILL BEAR THE BRUNT OF COPING
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WITH A SHARPLY INCREASED VOLUME OF INFORMATION- IN THE LAST
THREE YEARS THE BUDGET OF THE DIRECTORATE OF INTELLIGENCE HAS
INCREASED AND BY THE END OF THIS YEAR WE
ANALYSTS TO ITS ROSTER. RESOURCES FOR
OUTSIDE EXPERTISE TO HELP AND CRITIQUE OUR ANALYSIS HAVE ALMOST
TRIPLED- WE HAVE CONDUCTED A MASSIVE CAMPAIGN TO PUT OUR ANALYSTS
IN TOUCH WITH EXPERTS IN THE PRIVATE SECTOR, UNIVERSITIES, THINK
TANKS, PRIVATE BUSINESS HERE AND ABROAD- WE HAVE MOVED ANALYSTS.
INTO THE COMPUTER AGE WITH HUNDREDS OF THEM NOW HAVING A TERMINAL
TO BRING NEW REPORTS TO THEIR DESK EVERY DAY, ORGANIZE THEIR DATA
AND BRING IT BACK AS NEEDED- ONLY WITH IMPROVED METHODS WILL
THE SAME NUMBER OF ANALYSTS CIA HAD IN 1960 BE ABLE TO COPE WITH
THE FAR BROADER PROBLEMS OF THE 1990s-
IT SAYS A LOT ABOUT THE IMPROVED PUBLIC ATTITUDE TOWARD THE
CIA THAT LAST YEAR ABOUT A QUARTER OF A MILLION AMERICANS ASKED
ABOUT SIGNING UP WITH THE CIA. OUR RECRUITERS INTERVIEWED
ABOUT 20,000 OF THEM
WITH-THIS INCREASED HIRING, TO DEVELOP NEW SKILLS AND HELP ALL
OF;-US DO BETTER AND MORE RELEVANT WORK, OUR TRAINING CAPABILITIES
HAVE BEEN EXPANDED AND IMPROVED WITH NEW COURSES AND PROGRAMS.
THIS SPRING WE WILL BREAK GROUND FOR A NEW BUILDING ON THIS
THAT'S VERY TIGHT SCREENING AND SELECTION. To COPE
CAMPUS WHICH WILL
GREATLY IMPROVE THE COMFORT AND EFFICIENCY
WITH WHICH WE WILL BE ABLE TO DO OUR WORK-
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ALL OF US CAN TAKE PRIDE IN WHAT WE HAVE UNDER WAY, AND HOW
WE HAVE USED THE RESOURCES THAT HAVE BEEN PROVIDED US. THE
PRESIDENT HAS CALLED FOR A STILL LARGER INCREASE IN 1985, AND IN
1986 WE WILL HAVE COMPLETED MOST OF THE BUILDUP PROJECTED THREE
YEARS AGO. BUT THE PROBLEMS WILL BE GREATER AND MORE COMPLEX-
THE AMOUNT OF DATA BEING COLLECTED WILL THREATEN TO INUNDATE US-
WE WILL BE ABLE TO STAY ON TOP OF IT AND MEET OUR RESPONSIBILITIES
ONLY BY HIGHER QUALITY PERFORMANCE- WE ARE WELL INTO THE PROCESS
OF RESTORING OURSELVES QUANTITATIVELY- OUR THRUST FOR THIS YEAR
AND BEYOND MUST BE TO IMPROVE THE QUALITY OF OUR SKILLS, OF OUR
PERFORMANCE AND OF THE SERVICE WE PROVIDE OUR CUSTOMERS-
WE START WITH WHAT IS PROBABLY THE MOST PROFESSIONAL AND
DEDICATED WORK FORCE IN THE US GOVERNMENT- WE HAVE TRADITIONALLY
MAINTAINED A POSITION ON THE LEADING EDGE OF TECHNICAL ACHIEVEMENTS
IN THE COLLECTION AND HANDLING OF INFORMATION? THE QUALITY OF
OUR ANALYSIS IN MANY AREAS SURPASSES THAT PRODUCED ANYWHERE ELSE
IN THE FEDERAL GOVERNMENT-OR, FOR THAT MATTER, IN THE PRIVATE
SECTOR- WE NEED TO CONTINUE TO ATTRACT AND RETAIN SOME OF THE
BEST MINDS AVAILABLE IN ANALYTICAL, OPERATIONAL, TECHNICAL AND
SUPPORT SPECIALTIES- WE NEED TO RECRUIT YOUNG PEOPLE WITH BRAINS,
CREATIVITY, DEDICATION AND DRIVE- WHAT WE HAVE TO OFFER THEM IS
THE OPPORTUNITY TO PARTICIPATE IN AN ORGANIZATION UNIQUE IN THE
CHALLENGES IT FACES, IN THE RESPONSIBILITY IT CARRIES, IN THE
SPIRIT AND THE CAN-DO QUALITIES IT MANIFESTS. EVERY ONE OF US
SHOULD. MAKE IT PART OF OUR RESPONSIBILITY TO AE ALERT TO PEOPLE
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WHO CAN MEET OUR STANDARDS, TO CONVEY THE MESSAGE THAT THERE IS
A SPECIAL PRIVILEGE AND A SPECIAL SATISFACTION IN OUR WORK AND
DO EVERYTHING WE CAN TO PROVIDE THE EXAMPLE, THE LEADERSHIP, THE
GUIDANCE AND THE OPPORTUNITY TO HELP NEW RECRUITS DEVELOP AS WE
WOULD LIKE THEM TO-
CIA MUST HAVE DONE THIS WELL OVER THE, YEARS- LET US NOW
FOCUS MORE CONSCIOUSLY ON DOING IT BETTER, AND MORE COMPREHENSIVELY-
WE NEED TO BECAUSE WE ARE CARRYING OUR PRESENT LOAD ONLY BY
ENLISTING MANY HUNDREDS OF RETIREES WITH PROVEN EXPERIENCE AND
ABILITY- SOMETIME WE WILL HAVE TO FILL THAT GAP FROM BELOW AND
THE RAPID ACCUMULATION OF NEW THREATS, PROBLEMS, AND CONCERNS
FOR US TO HANDLE PROVIDES THE OPPORTUNITY AND THE PRESSURE TO
BRING OUR NEW RECRUITS AND YOUNGER PEOPLE ALONG RAPIDLY TO BOTH
HIGHER RESPONSIBILITY AND BETTER PERFORMANCE-
WE MUST REMEMBER THAT WHEN THE SPIRIT AND ATTITUDES WE
CHERISH HERE WERE DEVELOPED CIA WAS A MUCH SMALLER GROUP OF
PEOPLE, MANY OF WHOM KNEW EACH OTHER AND HAD WORKED TOGETHER
BEFORE- WE NOW HAVE MORE NEW PEOPLE THAN WE'VE HAD IN A VERY
LONG.TIME? WE NEED TO TAKE SPECIAL CARE THAT WE PRESERVE,
TRANSMIT AND RENEW THE QUALITIES WHICH HAVE BEEN INSTILLED HERE
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OVER 35 YEARS-
GOOD AS WE ARE, THESE NEW CHALLENGES DEMAND THAT WE WORK
TO IMPROVE OUR PERFORMANCE HOW DO YOU GET SUPERIOR PERFORMANCE
FROM A'VERY LARGE ORGANIZATION? IT'S NOT COMMON AND IT'S NOT
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EASY- IN SEARCH OF EXCELLENCE--LESSONS .FROM AMERICA'S BEST RUN
COMPANIES IS THE NAME OF A BOOK WHICH FOR MANY MONTHS NOW HAS
REPLACED AT THE TOP OF THE BEST SELLER LIST VARIOUS GUIDES ON
SEX, ON HOW TO GET RICHER AND ON HOW TO EAT WELL WITHOUT GETTING
FAT. THIS BOOK EXAMINES THE IBMs, THE BOEINGS, THE HEWLETT-PACKARDS,
THE MINNESOTA MININGS, THE MCDONNELLS, THE BECHTELS AND SOME 30
OTHER OUTSTANDING CORPORATE PERFORMERS TO SEARCH OUT WHAT IT IS
THAT ACCOUNTS FOR THEIR LEADERSHIP, THEIR SUPERIOR SERVICE AND
THEIR GENERAL PERFORMANCE- How DO THEY DO IT YEAR AFTER YEAR?
MUCH THE SAME QUALITIES RUN THROUGH THESE ENTERPRISES ENGAGED IN
BROAD SPECTRUM OF DIVERSE ACTIVITIES. THERE IS A BIAS FOR ACTION,
THE CLOSEST ATTENTION TO SERVING THE CUSTOMER, ENCOURAGING
ENTREPRENEURSHIP IN THE ORGANIZATION, LOOKING TO THE RANK AND
FILE AS THE ROOT SOURCE OF QUALITY IN PERFORMANCE, FOSTERING
LEADERSHIP AND INNOVATION AT ALL LEVELS, PRACTICAL RISK-TAKING,
LEAN STAFFS, LOTS OF SMALL TASK FORCES TO TACKLE SPECIFIC. PROBLEMS
IN A SHORT TIME FRAME, A HIGH PREMIUM ON FLEXIBILITY, ON RAPID
AND EFFECTIVE LEARNING, ON ADAPTATION AND COMMITMENT- IN A
VARIETY OF WAYS THEY ENCOURAGE INITIATIVE, SUPPORT SELF-STARTERS,
CREATE TASK FORCES WITH SHORT TIME FUSES TO REACT QUICKLY, BREAK
NEW GROUND, CROSS FERTILIZE EXPERIENCE AND KNOWLEDGE- THEY PUSH
THEIR MANAGERS AND STAR PERFORMERS TO LEAD AND DEVELOP YOUNGER
PEOPLE BY FORCE OF EXAMPLE, TO IDENTIFY THEIR COMERS AND TO
FORCE THE PACE OF THEIR DEVELOPMENT. THESE AND OTHER APPROACHES
TO DEVELOPING PEOPLE AND GENERATING SUPERIOR PERFORMANCE AND
EXCELLENCE ARE LAID OUT WITH FASCINATING EXAMPLES IN THE BOOK
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IN SEARCH OF EXCELLENCE- SOME OF OUR SENIOR MANAGERS HAVE
ALREADY BOUGHT COPIES FOR THEIR ASSOCIATES- IAM HAVING OUR
LIBRARY ACQUIRE ENOUGH COPIES SO THAT ANYONE WHO WANTS TO READ
OR LOOK THROUGH A COPY WILL NOT HAVE TO WAIT VERY LONG-
WE HAVE IN CIA MANY OF THE FEATURES THAT CHARACTERIZE THESE
HIGH-POWERED PRIVATE ORGANIZATIONS- WHEN WE AWARDED THE SIS
BONUSES HERE LAST WEEK, WE RECOGNIZED INDIVIDUALS. WHO CARRY THE
PRINCIPAL RESPONSIBILITY IN OUR GOVERNMENT FOR ASSESSING THE
SOVIET STRATEGIC THREAT, FOR COPING WITH THE SOVIET-CUBAN
SUBVERSIVE THRUST IN THE CARIBBEAN AND CENTRAL AMERICA, FOR
MODERNIZING A WORLDWIDE COMMUNICATIONS SYSTEM WHICH HAD BECOME
OBSOLETE, FOR WATCHING SOVIET VIOLATIONS OF ARMS CONTROL
AGREEMENTS*AND OTHER SPLENDID ACHIEVEMENTS- WE ARE MOVING-
YOUNGER PEOPLE INTO GREATER RESPONSIBILITY WITH SIS-01S AND
-02S BEING TAPPED AS OFFICE DIRECTORS AND GS-13S AND -14S RUNNING
MAJOR LOGISTICAL AND TRAINING OPERATIONS
WE HAVE
HAD GS-10S AND -11S BRIEFING THE PRESIDENT AND WORKING ON TASK
FORCES TACKLING HIGH NATIONAL CONCERNS ABOUT INSURGENCIES, ABOUT
TERRORISM, ABOUT DECEPTION AND DAMAGE TO OUR INTELLIGENCE
CAPABILITIES, ABOUT THE STABILITY OF MAJOR COUNTRIES IN WHICH WE
HAVE BIG STAKES- WHERE ELSE CAN YOUNG PEOPLE GET THAT KIND OF A
CHALLENGE?
THOSE WHO WILL BE OUR FUTURE MIDDLE AND SENIOR LEVEL MANAGERS
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TALENT AS WELL AS ON THEIR OWN PERFORMANCE. THE PROCESS OF
MAKING ASSIGNMENTS-'DECIDING HOW MUCH AND WHAT KIND OF EXPERTISE
MUST BE FOCUSED ON THE VARIOUS TASKS WHICH CONFRONT US, AND.
DECIDING TO WHOM TO ENTRUST THESE TASKS" IS OF CRITICAL IMPORTANCE-
SOME ASSIGNMENTS STRETCH THE CAPABILITIES OF OUR PEOPLE-'SOMETIMES
SETTING THE STAGE FOR GREAT GROWTH- OTHER ASSIGNMENTS MERELY
TAKE ADVANTAGE OF WHAT A PERSON ALREADY.KNOWS HOW TO DO. AS YOU
CARRY OUT THIS ESSENTIAL TASK, CONSIDER THE PERSONAL DEVELOPMENT
ASPECTS OF EACH ASSIGNMENT AS CAREFULLY AS YOU DO THE NEED TO
ACCOMPLISH SUCCESSFULLY WHATEVER TASK IS AT HAND.
YOU WILL FIND OTHER WAYS TO FOSTER AN ATMOSPHERE OF CHALLENGE.
AND OPPORTUNITY, TO TEST OUR YOUNGER PEOPLE, TO BRING THEM MORE
RAPIDLY INTO HIGHER AND BROADER RESPONSIBILITY, AND TO INSTILL
IN THEM A SENSE OF PURPOSE AND A CONFIDENCE IN THEIR CAPAB.ILITIES?
IT ALL BOILS DOWN TO A QUEST FOR EXCELLENCE- THAT IS AND
ALWAYS-HAS BEEN ALIVE AND WELL IN THIS ORGANIZATION-. HOW CAN WE
INTENSIFY AND TRANSMIT THAT ASPIRATION TO EVERY CORNER OF THIS
ORGANIZATION AND BRING OUT LATENT . .TALENT .WHEREVER. IT EXISTS?I.
WEEK BEFORE LAST, AFTER A DAY VISITING IBM's RESEARCH CENTER IN
UPSTATE NEW YORK, I CAME AWAY WITH NEW INSIGHT INTO HOW QUALITIES
OF THRUST AND DRIVE, FLEXIBILITY AND RESPONSE TO CHALLENGE AND THE
QUEST FOR EXCELLENCE CAN BE MADE TO PERVADE AND ANIMATE A HUGE
ORGANIZATION. A MAJOR KEY TO IBM's SUCCESS IN MAINTAINING HIGH;.
PERFORMANCE, FOCUS AND DRIVE IN A LARGE NUMBER OF COMPONENT
ORGANIZATIONS, SPREAD ALL OVER THE WORLD IS A STATEMENT OF
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OBJECTIVES AND PRINCIPLES WHICH THEY TAKE VERY SERIOUSLY- WE
HERE AND OTHERS IN GOVERNMENT HAVE A CODE OF CONDUCT WHICH
PRIMARILY TELLS US WHAT NOT TO DO. THAT IS IMPORTANT AND MUST
NOT BE NEGLECTED. BUT WE ALSO NEED TO HAVE EVER IN OUR MINDS A
CALL TO ACTION, A STATEMENT OF POSITIVE PURPOSE, AN ARTICULATION
OF STANDARDS OF EXCELLENCE TO WHICH WE CAN RALLY AND ASPIRE-
THE TONE AND ATTITUDE AT CIA IS RIGHT BUT I BELIEVE AN
ARTICULATION OF OUR POSITIVE OBJECTIVES CAN INTENSIFY THE
EXCELLENCE WE HAVE ACHIEVED HERE AND SPREAD IT MORE BROADLY-
I'VE COLLECTED FROM BOEING, HEWLETT-PACKARD, IBM, BECHTEL AND
OTHER STAR PERFORMERS STATEMENTS OF THEIR OBJECTIVES WHICH THEY
RELY ON TO GIVE THEIR PEOPLE THE FREEDOM AND RESPONSIBILITY TO
WORK TOWARD THOSE STATED GOALS IN WAYS THEY FIND BEST IN THEIR
RESPECTIVE AREAS OF RESPONSIBILITY-
HOW DO WE GET SUCH A STATEMENT OF PURPOSE, AN ARTICULATION
OF STANDARDS OF EXCELLENCE,FOR THIS ORGANIZATION IN AWAY WHICH
DEVELOPS FROM WITHIN AND REFLECTS THE VIEWS, ASPIRATIONS AND THE
EXPERIENCE OF ALL OUR PEOPLE AND, ABOVE ALL, WHICH HAS THEIR
COMMITMENT. IN THE THREE YEARS I'VE BEEN HERE, I'VE VISITED
OUR STATIONS AND BASES AND HAVE VISITED MOST
ELEMENTS OF THE ORGANIZATION HERE IN THE CAPITOL AREA. I DO AS
MUCH OF THIS AS I CAN FIND TIME FOR BECAUSE I ALWAYS LEARN AND
FEEL BETTER ABOUT THIS OUTFIT FROM TALKING WITH YOU ONE ON ONE
OR IN SMALL GROUPS. RECENTLY, I REALIZED THAT I HAD NOT BEEN IN
CONTACT WITH ENOUGH OF THE 25 SUBSTANTIVE COMMITTEES WE HAVE IN
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THE COMMUNITY AND THE 20 OR SO WE HAVE IN THE CIA. SO I WROTE
TO THE CHAIRMAN OF EACH COMMITTEE ASKING FOR A THREE-PARAGRAPH
NOTE TELLING ME (1) WHAT THE COMMITTEE WAS UP TO, (2) HOW WELL
IT WAS DOING AND (3) HOW IT MIGHT DO BETTER- I RECEIVED GOOD
RESPONSES QUICKLY AND THEY LED TO GOOD, PURPOSEFUL MEETINGS AND
VALUABLE NEW PROJECTS FOR THE MORE ACTIVE COMMITTEES AND THE
EXTINCTION OF SOME WHICH HAD SERVED THEIR PURPOSE.
WHAT I WANT TO DO NOW IS TO INSTITUTE A PROCESS TO GET
WITHIN A SHORT TIME FRAME, FROM EVERY CORNER OF THE ORGANIZATION,
A BROAD EXAMINATION , OF WHAT WE ARE ABOUT, WHAT IT IS WE WANT TO
FOSTER AND ENCOURAGE, AND THE KIND OF THINGS WE CAN DO TO ACCOMPLISH
THAT. FROM THIS WE WILL DEVELOP A STATEMENT OF PURPOSE APPLICABLE
TO THIS ORGANIZATION, TO OUR MISSION, TO THE KIND OF CUSTOMERS.
WE SERVE, AND TO THE KIND OF WORK ENVIRONMENT AND TASKS WHICH
OUR MISSION REQUIRES- OUT OF THIS EXERCISE I BELIEVE WE CAN
LEARN AND TEACH EACH OTHER A LOT- I WOULD LOOK FOR THE KIND OF
POSITIVE STATEMENT OF PURPOSE AND STANDARDS OF EXCELLENCE WHICH
WILL SUPPLEMENT THE CODE OF CONDUCT WHICH NOW TELLS US HOW WEB
MUST BEHAVE AND WHAT WE MUST NOT DO- OUT OF IT I BELIEVE WILL
COME A HIGHER SENSITIVITY TO HOW WE CAN ENCOURAGE CREATIVITY, ii
INDEPENDENCE OF ACTION, ENTREPRENEURSHIP. GET SMALL TASK FORCES
ROLLING UP THEIR SLEEVES, TAKING ON A PROBLEM AND GETTING SOMETHING
DONE WITHIN A RELATIVELY SHORT TIME FUSE. THAT'S THE WAY TO
MAKE THINGS MOVE, TO GET SUPERIOR PERFORMANCE IN ANY ORGANIZATION?
SET TASKS, SET DEADLINES, MAKE DECISIONS. ACT- STAY FLEXIBLE-
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aL%.[\LI
CHANGE COURSE IF EXPERIENCE INDICATES GET IT DONE AND MOVE ON-
THAT'S THE TEMPO WE WANT AND NEED HERE-
HOW DO WE GET THIS DONE? SOME 15 YEARS AGO THE STATE
DEPARTMENT, AFTER A SERIES OF OUTSIDE PANELS AND COMMISSIONS
CREATED BY PRESIDENTS, BY CONGRESS, SOME OF THEM SELF-APPOINTED,
HAD PRODUCED PONDEROUS AND UNREAD REPORTS, DECIDED TO EXAMINE
ITSELF TO SEE HOW IT COULD DO BETTER. TWO HUNDRED AND FIFTY
FOREIGN SERVICE OFFICERS DEPLOYED THEMSELVES INTO 13 SEPARATE
TASK FORCES AND LABORED FOR 11 MONTHS TO PRODUCE THIS 600-PAGE
VOLUME UNDER THE LABEL DIPLOMACY FOR THE SEVENTIES- IT IS
COMMENDABLE THAT THE FOREIGN SERVICE APPLIED ITS OWN KNOWLEDGE AND
EXPERIENCE TO DEFINE A NEW DIPLOMACY AND THIS WAS A GOOD EXERCISE
FOR THE STATE DEPARTMENT. OUR STYLE IS DIFFERENT- I'M LOOKING
FOR TWO PAGES IN THREE WEEKS PLUS ANY VALUABLE IDEAS AND SUGGESTIONS
WHICH A QUICK AND SEARCHING SELF-EXAMINATION, INVOLVING NOT 250
PEOPLE BUT ALL OF US, CAN GENERATE- OUR STYLE IS TO LOOK FOR
PROBLEMS AND NEEDS, TO SEARCH FOR AND MARSHAL THE EXPERIENCE AND
TALENT. TO RESPOND, GET IT DONE AND MOVE ON TO THE NEXT THING AS
QUICKLY AS POSSIBLE- WE WANT TO EXTEND THAT SPIRIT, THAT STYLE,
THAT TEMPO TO OUR NEW RECRUITS AND MORE WIDELY AMONG THOSE ALREADY
HERE- WE'LL DO OUR SELF-EXAMINATION WITH A TASK FORCE. BUT IT
WILL BE:`A BIG AND LOOSELY STRUCTURED TASK FORCE- IT WILL ENCOURAGE
AND PROVIDE OPPORTUNITY FOR INDEPENDENT INITIATIVE AND THOUGHT
FROM ALL LEVELS- IT WILL BE SHARPLY FOCUSED AND HAVE A SHORT
TIME FUSE. EVERY MANAGER WILL RECEIVE A PACKAGE CONSISTING OF
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 isri+nrr
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THREE PARTS: A?ROUGH FIRST DRAFT OF A STATEMENT OF OBJECTIVES
AND PRINCIPLES FOR CIA, A SAMPLE OF-COMPARABLE STATEMENTS FROM
A FEW OTHER ORGANIZATIONS OF OUTSTANDING QUALITY, AND A QUICK
SUMMARIZATION OF FEATURES AND METHODS THE AUTHORS OF THIS BOOK
FOUND IN THE MOST EFFECTIVE PRIVATE ORGANIZATIONS OUR COUNTRY
HAS DEVELOPED. EACH MANAGER WILL BE EXPECTED TO USE HIS JUDGMENT
ON HOW BEST TO GET THE PEOPLE HE WORKS WITH INVOLVED IN CRITIQUING
AND IMPROVING THE DRAFT STATEMENT OF OBJECTIVES AND GETTING
THEIR BROAD UNDERSTANDING, ACCEPTANCE AND COMMITMENT TO THOSE
OBJECTIVES- I WOULD RECOMMEND WORKING IN SMALL GROUPS AND IN
SHORT MEETINGS, BUT URGE TH4T YOU FOLLOW YOUR OWN INSTINCTS AND
DEVELOP YOUR OWN METHODS TO INVOLVE THE PEOPLE WHO WORK WITH YOU-
I WILL BE AWAY FOR ABOUT HALF OF NEXT MONTH AND I WILL
EXPECT EACH MANAGER TO HAVE BY 22 FEBRUARY AN IMPROVED STATEMENT
OF GOALS FOR CIA AND A SUCCINCT MEMO SUMMARIZING THE IMPORTANT
THOUGHTS AND RECOMMENDATIONS WHICH DEVELOPED IN THIS PROCESS
AMONG THE PEOPLE WHO REPORT TO HIM. I WILL READ AND DISCUSS
THESE RESPONSES CAREFULLY AND WE WILL PROMULGATE A STATEMENT OF
OUR ORGANIZATIONAL OBJECTIVES BEFORE FEBRUARY IS GONE.
THANK YOU!
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DCI
24 Jan 84
A critical ingredient in the success of an institution is its ability to
articulate the principles that provide the framework in which it operates.
As the Central Intelligence Agency grows and becomes increasingly complex
and specialized, a greater effort is required to establish its corporate
identity and create broad understanding of its purposes, principles and
standards. There follows an initial draft of such a statement designed to
be critiqued and improved and generate thought jnd discussion in every corner
of the organization on what we're about and how Lne qualities which make CIA
a standout in excellence of performance can best be strengthened and extended
at all levels and in all areas.
STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose. To provide accurate, comprehensive intelligence support
to a broad range of consumers in a timely manner and-in a form to be of
greatest utility. No matter what job we have o' she nature of our immediate
tasks, our independent and collective efforts are all directed towards this
purpose.
Organization. The CIA is made up of operating elements that are critically
dependent on one another to support their individual and joint activities. Each
element's, departmental and national responsibilities are respected and, in turn,
will undertake to contribute to and make use of the role and performance of
other relevant elements.
Ethics. Our activities are conducted under the Constitution and laws of
the United States. The nature of our work is such that every member of the
Agency must be aware of and sensitive to the letter and spirit of this legal
context, and manifest the highest degree of integrity in performance and
conduct.
People. CIA's people are the root source of its capabilities. The
strength of the organization is'-dependent on the quality of its people, and
its future is related to the opportunities it affords for their professional
and personal growth. Skills are recognized and fostered through training,
travel and assignments; management personnel are selected for their ability
to inspire enthusiasm and promote excellence based on their own performance.
Management. CIA's operating style is to foster initiatives and creativity
by allowing the individual great freedom of action in attaining well-defined
objectives, while requiring efficiency, accountability, and results at all
levels.
Measure of Results. Business organizations measure results in profits,
return on investment and capital growth required to deliver the expanded and
improved service which further increases profit and capital value. This is
achieved by meeting the needs of customers more satisfactorily than alternative
sources. As a public service, this organization does not have profitability
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and capital value to measure its results. Still, its results are in the
satisfaction of its customers in the value, relevance, and timeliness of the
intelligence and operational inputs they receive. Those results come from
the qualities of its people and their creativity, dedication, and success in
utilizing technology and resources to collect, analyze, and apply information
and judgment to foster the security and prosperity of the United States. The
resources needed to achieve those results come from the way the President and
the Congress and the public assess and value these results.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and personal
resources in our people;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden challenges;
-- leadership and recognition as the best intelligence service in
the world.
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BOEING
Qualitative Goals
- Achieve and maintain excellent quality of management.
-'Maintain and enhance our reputation for quality of products and services.
- Stimulate innovativeness throughout the company.
- Strive to insure that the public views Boeing as an attractive long-term
investment.
- Preserve and enhance our financial soundness.
- Always seek to attract, develop and retain talented people.
- Exhibit community and environmental responsibility.
- Manage corporate assets so as to preserve and grow them.
Classes of Goals
- Beliefs: These represent what we are, and we want to stay that way.
-- Publish widely and reinforce regularly.
- Objectives: These describe, in subjective terms, where we would like to be.
-- Publish to 90-series annually, reinforce other ways.
- Targets: These are quantifiable goals.
-- Publish only to restricted group who can do something about them.
Beliefs
- We are a producer of very high quality goods and services.
- We have outstanding ethics and integrity.
- We always strive to be a positive economic, intellectual and social
influence on any community in which we operate and will attempt to limit any
negative aspects of our presence.
- We recognize talented people are our most important asset; therefore,
we will.
-- Set a creative and productive environment.
-- Provide each individual the maximum opportunity for growth
through training and job assignments.
-- Promote and compensate only by merit unless constrained by
collective bargaining agreements.
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Boeing (continued)
- We seek tough challenges demanding excellent management and high technology.
- We strive to perform all tasks in a superior fashion.
Objectives
- Posture ourselves to capitalize on the changing environment, automation,
technology, etc., between now and 2000.
- Develop multi-state and multi-nation presence to preserve and enhance
our success.
- When we decide to compete in any market, provide excellent products and
services at attractive prices so as to,achieve an eininent'and profitable position
in that market.
- Evolve into a more diverse business (without becoming a conglomerate)
so as to maximize growth and minimize the impact of maturing or vulnerable
product lines.
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A Business and Its Beliefs
- Any organization, to survive and succeed, must have a sound set of
beliefs guiding all its policies and actions.
- The most important single factor in corporate success is faithful
adherence to those belief.
- To meet the challenges of a changing world, an organization must be
prepared to change everything about itself except those beliefs.
Respect for the Individual
- Job security.
- Above-average benefits.
- Open-door policy.
- Managers help employees.
- Promote from within.
- Accept "Wild Ducks"
The Best Customer Service in the World
- Adapt equipment to customer.
- The customer's problem must be solved.
Strive to Accomplish All Tasks in a Superior Fashion
- It is better to aim at perfection and miss.
- Be willing to try seemingly impossible tasks.
- A loss is a personal affront.
Faithful Adherence to Beliefs
- Retraining for technological change - up to 25 percent at once.
- Management training in beliefs, then skills.
- Everyone on straight salary, no hourly.
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IBM (continued)
- Retain the "small company" character.
-- Human touches.
-- Communication both ways.
-- Risk-taking by middle managers.
- Company comes before all subsets.
Principles
- Same three as 1962.
- Managers must lead effectively.
-- Plan for the future.
- Obligations to stockholders.
-- ROI and growth.
- Fair deal for the supplier.
-- Avoid dependence by supplier.
- Be a good corporate citizen.
-- Community, nation and world.
Basic Business Goals
- Be the product leader--excel in technology, reliability, maintainability
and value.
- Be the most efficient company in this industry, in all respects.
- Compete in, and grow with, all aspects of the information industry,,.
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HEWLETT-PACKARD
THE ORGANIZATIONAL FRAMEWORK
FOR OUR OBJECTIVES
The achievements of an organization are the re-
sult of the combined efforts of each individual in the
organization workirg toward common objectives.
These objectives should be realistic, should be clearly
understood by everyone in the organization, and
should reflect the organization's basic character and
personality.
If the organization is to fulfill its objectives, it should
strive to meet certain other fundamental re-
quirements:
FIRST, there should be highly capable, innova-
tive people througho,.t the organization. Moreover,
these people should have the opportunit-through
continuing proeramsr)f trainin and pdiiratinn-to
cially important in a technical business where the
rate of progress is rapid. Techniques that are good
today will be outdated in the future, and people
should always be looking for new and better ways
to do their work.
SECOND, the organization should have objec-
tives an leadershipvvhirh onnnratp Anthttciasm at
all levels. People in important management posi-
tions should not only be enthusiastic themselves,
they should be selected for their ability to engender
enthusiasm among their associates. There can be no
place, especially among the people charged with
management responsibility, for half-hearted inter-
est or half-hearted effort.
T I t its af-
fairs isine hon sty and integrity.
People at every level should be expected to a re
.to the highest standards of bu iness ethics, and to
,understand that an thing less is total) unacce t-
able. As a practical matter, et ica conduct cannot
"5e assured by written policies or codes; it must be
an integral part of the organization, a deeply in-
grained tradition that is passed from one generation
of employees to another.
FOURTH, even though an organization is made
up of people fully meeting the first three require-
ments, all levels should work in unison toward com-
mon objectives, recognizing that it is only through
effective, cooperative effort that the ultimate in effi-
ciency and achievement can be obtained.
It has been our policy at Hewlett-Packard not to
h avtektight military-type organization, but rather to
aue c1veca_ll nhriTiyeS w Txp c Iparly st Itf'd end
agme ItQ_Qp "ci a nnpln the !____nl_
'~ _ ~ ~t.,'&-work
toward those goals in ways they determine hpct for
their own areas of resnnns )ity.
Our Hewlett-Packard objectives were initially
published in 1957. Since then they have been mod-
ified from time to time, reflecting the changing na-
ture of our business and social environment. This
booklet represents the, latest updating of our objec-
tives. We hope you find them informative and useful.
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2
Hewlett-Packard (continued)
THE OBJECTIVES
1. PROFIT.
OBJECTIVE: To achieve sufficient profit to fi-
nance our company growth and to provide the
resources we need to achieve our other corporate
objectives.
In our economic system, the profit we generate
from our operations is the ultimate source of the funds
we need to prosper and grow. It is the one absolutely
essential measure of our corporate performance over
the long term. Only if we continue to meet our profit
objective can we achieve our other corporate
objectives.
Our long-standing policy has been to reinvest most
of our profits and to depend on this reinvestment,
plus funds from employee stock purchases and other
cash flow items, to finance our growth.
Profits vary from year to year, of course, reflecting
changing economic conditions and varying de-
mands for our products. Our needs for capital also
vary, and we depend on short-term loans to meet
those needs when profits or other cash sources are
inadequate. However, loans are costly and must be
repaid; thus, our objective is to rely on reinvested
profits as our main source of capital.
Meeting our profit objective requires that we de-
sign and develop each and every product so that it
is considered a good value by our customers, yet is
priced to include an adequate profit. Maintaining
this competitiveness in the marketplace also re-
that we perform our manufacturing, market- q
quires
ing and administrative functions as economically as
possible.
Profit is not something that can be put off until
tomorrow; it must be achieved today. It means that
myriad.jobs be done correctly and efficiently. The
day-to-day performance of each individual adds to-
or '?.
subtracts from-our profit. Profit is the responsi-
bility of all.
OBJECTIVE: To provide products and services of
the highest quality and the greatest possible value
to our customers, thereby gaining and holding their
respect and loyalty.
The continued growth and success of our corn-
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Hewlett-Packard (continued)
pany will be assured only if we offer our customers
innovative products that fill real needs and provide
lasting value, and that are supported by*a wide va-
riety of useful services, both before and after sale.
Satisfying customer needs requires the active par-
ticipation of everyone in the company. It demands a
total commitment to quality, a commitment that be-
gins in the laboratory and extends into every phase
of our operations. Products must be designed.to pro
vide superior performance and long, trouble-free
service. Once in production, these products must
be manufactured at a reasonable cost and with.su-
perior workmanship.
Careful attention to quality not only enables us to
meet or exceed customer expectations, but it.also
has a direct and substantial effect on our operating
costs and profitability. Doing a job right the first time,.
and doing it consistently, sharply reduces costs and
contributes significantly to higher productivity and
profits.
Once a quality product is delivered to the cus-
tomer, it must be supported with prompt, efficient
services of the same high quality.
Good communications are essential to an effec-
tive field sales effort. Because of our broad and
growing line of products, very often several sales
teams will be working with a single customer. These
teams must work closely to assure that the products
recommended best fulfill the customer's overall, long-
term needs. Moreover, HP customers must feel that
they are dealing with one company, a company with
common policies and services, arid one that has a
clear understanding of their needs and a genuine
interest in providing proper, effective solutions to
their problems.
OBJECTIVE: To build on our strengths in the
company's traditional fields of interest, and to en-
ter new fields only when it is consistent with the
basic purpose of our business and when we can
assure ourselves of making a needed and profita-
ble contribution to the field.
Our company's growth has been generated by a
strong commitment to research and development,
and has been accomplished in two ways-first,, by
providing a steady flow of new products to markets
in which we are already well established and sec-
ond, by expanding our technology into fields that
are new but related 'to our traditional ones. The
evolution of the HP product line is a reflection of
this two-dimensional growth.
Our first products were electronic measuring in-
struments used primarily by engineers and scien-
tists. In time we extended our range of products to
include solid-state components, and instrumenta-
tion for the fields of medicine and chemical analy-
sis. Recognizing our customers' needs to gather and
assimilate large quantities of measurement data, we
developed a family of computers to complement HP
measuring devices. By linking measurement and
computational technologies, we gained added
strens;ii in our traditional, technically-oriented
market-, and began to serve the broader needs of
business and industry.
Today, the interactive capabilities of Hewlett-
Packard instruments and systems enable our cus-
tomers-decision makers in business as well as in
technical fields-to gain ready access to essential
information, to put it into meaningful form, and to
use it effectively in improving the productivity of
themselves and their organizations. Helping these
customers achieve betterresults is the unifying pur-
pose of our business. The areas we serve build on
each other to add strength to our company and pro-
vide additional values to our customers. This guides
our interests, our organization and our marketing
philosophy.
The broad scope of HP technology often provides
opportunities for our company to expand into new
fields. Before entering a new field, however, we must
satisfy ourselves that it is consistent with our busi-
ness purpose and that it affords us the opportunity
to make a significant contribution. This requires that
we have not only the technology to create truly in-
novative and needed products, but that we also have
the capability to manufacture and market them ef-
fectively and at a reasonable profit.
OBJECTIVE: To let our growth be limited only by
our profits and our ability to develop and produce
innovative products thzl satisfy real customer
needs.
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Hewlett-Packard (continued)
How large should a company become? Some
people feel that when it has reached a certain size
there is no point in letting it grow further. Others feel
that bigness is an objective in itself. We do not be-
lieve that large size is important for its own sake;
however, for at least two basic reasons, continuous
growth in sales and profits is essential for us to achieve
our other objectives.
In the first place, we serve a dynamic and- rapidly
growing segment of our technological society To
remain static would be to lose ground. We cannot
maintain a position of strength and leadership in our
fields without sustained and profitable growth.
In the second place, growth is important in order
to attract and hold high caliber people:.These indi-
viduals will align their future only with a company
that offers them considerable opportunity for per-
sonal progress. Opportunities are greater and more
challenging in a growing company.
OBJECTIVE: To help HP people share in the
company's success which they make possible; to
provide job security based on their performance;
to insure them a safe and pleasant work environ-
ment; to recognize their individual achieve-
ments; and to help them gain a sense of satisfaction
and accomplishment from their work.
We are proud of the people we have in our orga-
nization, their performance, and their attitude to-
ward their. jobs and toward the company. The
company has been built around the individual,, the
personal dignity of each, and the recognition of per-
sonal achievements.
Relationships within the company depend upon
a spirit of cooperation among individuals and groups,
anJ an attitude of trust and understanding on the
part of managers toward their people. These rela-
tionships will be good only if employees have faith
in the motives and integrity of their peers, supervi-
sors and the company itself.
On occasion, situations will arise where people
have personal problems which temporarily affect
their performance or attitude, and it is important
that people in such. circumstances be treated with
sympathy and understanding while the problems are
being resolved.
. job security is an important HP objective. Over
the years, the company has achieved a steady growth
in employment by consistently developing good new
products, and by avoiding'the type of contract busi-
ness that requires hiring many people, then termi-
nating them when the contract expires. The company
wants HP people to. have stable, long-term ca-
reers-dependent, of course, upon satisfactory job
performance.
Another objective of HP's personnel policies is to
enable people to share in the company's success.
This is reflected in a pay policy and in employee
benefit programs that place us among the leaders in
our industry.
There is also a strong. commitment at HP to the
concept of equal opportunity and affirmative ac-
tion, not only in hiring but-also in providing oppor-
tunities for advancement. Advancement is based
solely upon individual initiative, ability and dem-
onstrated accomplishment. Since we promote from
within whenever possible, managers at all levels must
concern themselves with the proper development
of their people; and should give them ample oppor-'
tunity-through continuing programs of training and
education-to broaden their capabilities and pre-
pare themselves for more responsible jobs.
The physical well-being of our people has been
another important concern of HP's since the com-
pany's founding. With the growing complexity and
diversity of-.our research and manufacturing pro-
cesses, we must.be especially vigilant in maintain-
ing a safe and healthful work environment.
?c,
We want people to enjoy their work at HP and to
be proud of their accomplishments. This means we
must make sure that each person receives the. rec-
ognition he or she needs and deserves. In the;final
analysis, people at all levels determine the charac-
ter and strength of our company.
6. MANAGEMENT
OBJECTIVE: To foster initiative and creativity by
allowing the individual great freedom of action in
attaining- well-defined objectives.
In discussing HP operating policies, we often refer
to the concept of "management by objective." By
this we mean that, insofar as possible, each individ-
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Hewlett-Packard (continued)
ual at each level in the organization should make his
or her own plans to achieve company objectives and
goals. After receiving supervisory approval, each
individual should be given a wide degree of free-
dom to work within the limitations imposed by these
plans, and by our general corporate policies. Fi-
nally, each person's performance should be judged
on the basis of how well these individually estab-
lished goals have been achieved.
The successful practice of "management by ob-
jective" is a two-way street. Management must be
sure that each individual understands the immedi-
ate objectives, as well as corporate goals and poli-,
cies. Thus a primary HP management responsibility
is communication and mutual understanding. Con-
versely, employees must take sufficient interest' in
their work to want to plan it, to propose new solu-
tions to old problems, to stick their necks out when
they have something to contribute. "Management
.by objective," as opposed to management by direc-
tive, offers opportunity for individual freedom and
contribution; it also imposes an obligation for
everyone to exercise initiative and enthusiasm.
In this atmosphere it is important to recognize.that
cooperation between individuals, and between op-
erating units is essential to our growth and success.
Although our operations are decentralized, we are
a single company whose overall strength is derived
from mutually helpful relationships and frequent-in-,
teraction among our dispersed but interdependent
units.
It is important, as well, for everyone to recognize
there are some policies which must be established
and maintained on a company-wide basis. We wel-
come recommendations on these company-wide
policies from a I I levels, but we expect adherence to
them at all times.
OBJECTIVE: To honor our obligations to society
by being an economic, intellectual and social as-
set to each nation and each community in which
we operate.
All of us should strive to improve the environment
in which we live. As a corporation operating in many
different communities throughout the world, we must
make sure that each of these communities is better
for our presence. This means identifying our inter-
ests with those of the community; it means applying
the highest standards of honesty and integrity to all
our relationships with individuals and groups; it
means enhancing and protecting the physical envi-
ronment, building attractive plants and offices of
which the community can be proud; it means con-
tributing talent, time and financial support to worth-
while community projects.
Each community has its particular set of social
problems. Our company must help to solve these
problems. As a major step in this direction, we must
strive to provide worthwhile employment oppor-
tunities for people of widely different backgrounds.
Among other things, this requires positive action to
seek out and employ members of disadvantaged
groups, and to encourage :nd guide their progress
toward full participation at all position levels.
As citizens of their community, there is much that
HP people can and should do to improve it-either
working as individuals or through such groups as
churches, schools, civic or charitable organiza-
tions. In a broader sense, HP's "community" also
includes a number of business and professional or-
ganizations, such as engineering and scientific so-
cieties, whose interests are closely identified with
those of the company and its individual employees.
These, too, are deserving of our support and partic-
ipation. In all cases, supervisors should encourage
HP people to fulfill their personal goals and aspira-
tions in the community as well as attain their indi-
vidual objectives within HP.
At a national level, it is essential that the company
be a good corporate citizen of each country in which
it operates. Moreover, our employees, as individu-
als, should be encouraged to help in finding solu-
tions to national problems by contributing their
knowledge and talents.
The betterment of our society is not a job to be left
to a few; it is a responsibility to he shared by all.
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The Norton Company
This expression of Norton's corporate mission reflects, goals and means of
achievement for which the company will be accountable to its many publics.
Norton intends to be a world leader through the profitable development,
production and marketing of products and services that provide superior
customer value.
Norton will be both a balanced and a coherent company: balanced among
its various businesses so as to reduce vulnerability to competition and economic
forces; coherent and logical in its structure so that there is a sense of
consistency and clarity to the enterprise. Abrasives will continue to be a
.strong business within this structure.
To achieve its mission the Company will allocate its resources guided by
the following objectives:
-- Target efforts at long-term growth markets.
-- Focus on those business opportunities that offer either enough
volume or enough profit margin to support the investments
necessary:to build and maintain leadership positions.
-- Give priority to investments that will provide the Company with
a proprietary edge, a value added edge or a technological edge
in the marketplace.
-- Consider investments throughout.the world, weighing opportunities
and risks.
-- Recognizing that the success of Norton depends on people, give
special attention to the recruitment and development of human
resources on a worldwide basis.
In order to fulfill this mission, Norton will continue to demonstrate a
sense of responsibility to the public interest and to earn the respect and
loyalty of its customers, employees, shareholders, suppliers and the communities
in which it does business.
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Bechtel
CORPORATE PURPOSE
To engage as a privately-owned
enterprise on a world-wide basis in
the business of engineering,
construction and related activities,
deriving therefrom a fair net income
with due regard for maximum
long-term profit growth,
the satisfactions of constructive
accomplishment and other rewards
of quality performance.
OBJECTIVES
To provide an integrated, comprehensive technical
service as professional engineers. constructors and
managers for selected industries and governmental en-
tities in areas of the world inhere such service is needed.
To maintain a volume of work that results in optimum
size for profitability and maximum effectiveness, there-
by providing attractive corporate and individual op-
portunities. challenges and rewards.
To maintain an independent, objective position. taking
a proprietary interest in patents and processes only to
the extent that these do not conflict with objectivity
and will serve the company's long-term interests.
To cherish excellence in all we undertake by maintain-
ing the competence of our service and the quality of
its end products at the highest possible professional
levels.
To attract and serve clients who are of high caliber in
their respective industries, whose practices are compat-
ible with our own and who may be regarded as sources
of continuing business.
To maintain an organizational structure in which top
management provides leadership, establishes policy,
does the long-range planning, and in which senior
officers supervise client services and other line activi-
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Bechtel (continued)
ties performed by divisions organized on an industry-
service basis with project-oriented responsibility, and
supporting staff work performed by function-oriented
departments.
To achieve an organization which effectively renders
the best possible service in each of its chosen fields,
continually developing its capabilities and enjoying
consistent growth in profitability and accomplishment.
To maintain flexibility of organization in order to meet
our corporate and client responsibilities and the chang-
ing requirements of our diverse operations.
PERSONNEL
To conduct our business recognizing that people are
our most important resource by maintaining an en-
vironment in which the individual employee, through
imagination. enthusiasm, hard work, knowledge and
self-discipline can achieve tangible and intangible re-
wards commensurate with his performance.
To compensate employees fairly and to provide them
with opportunities for advancement, financial growth,
long-term careers and personal satisfaction.
To meet our personnel requirements by finding the
best available person for each position, placing strong
emphasis on employee development and promotio i
from, within but, when necessary, employing well-
qualified people from outside the organization.
To continue ownership and control of the company
with those who are active in its management.
To structure, finance and operate the business in a
manner that gives maximum freedom from outside
control, supervision, restrictions, and interference.
To earn a fair profit commensurate with the quality
and extent of the services rendered and the risks taken.
In so doing, to take into account the continuing devel-
opment of our organization and its relationships with
employees, clients. suppliers, subcontractors, the con-
struction and other industries, government and the
general public.
To share the financial results of success with those
who make possible that success, as an aid in attracting
and retaining competent personnel, promoting good
morale, and otherwise contributing to our progress as
a dynamic organization.
To be alert to new opportunities and to pursue.activi-
ties in new and diverse fields, preferably bearing a logi-
cal relationship to engineering-construction, in order to
maintain preeminence in a competitive environment
subject to rapid and drastic change, and to.;derive op-
timum utilization of our financial and other resources.
io PUBLIC AND GOVERNMENT RELATIONS
To exert positive effort in selected public,, professional,
industrial, and governrent sectors in order to foster
goodwill and wider recognition of the organization's
capabilities, to increase opportunities for new business,
improve employee and community relations, and ac-
quaint key people in government with company and
industry views.
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DCI
23 Jan 84
Excerpts from
In Search of Excellence: Lessons from America's Best Run Companies
This book was published in 1982 and written by Thomas Peters, with an
engineering degree from Cornell and a Ph.D. in business from Stanford and
experience in management and engineering as a principal of McKinsey ,yid
Company, and Robert Waterman, with a geophysical engineering degree from
Colorado School of Mines, Masters of Business Administration from Stanford,
also with management engineering. experience at McKinsey. They spent a couple,,,
of years visiting, studying and coordinating depth interviews at 35 companies
which both the record and public perception have established as business
champions--IBM, Hewlett-Packard, Western Electric, United Technologies, Texas
Instruments and Xerox in high tech; Eastman-Kodak, Johnson & Johnson, Frito-Lay,
Proctor and Gamble in consumer goods; Caterpillar Tractor, Minnesota Mining
Company, and Ingersoll-Rand in general industrial activity; Delta, Marriott,
and McDonald's in service activity; Bechtel, Boeing and Fluor in project
management; Exxon in resource exploitation. They looked less closely at
another 29 hot companies including Hughes, Lockheed, TRW, Dow, Dupont, Merck,
Polaroid, Disney, K-Mart and General Motors.
In-
of these enterprises.
1. A bias for action, for getting on with it. The-standard operating
procedure is "Do it, fix it, try it." Says a senior executive in Digital,
"When we"ve got a big problem here, we grab ten senior guys and stick them in
a room for a week. They come up with an answer and implement it." Moreover,
the companies are experimenters supreme. The book brings out a large and
striking array of practical devices the excellent companies employ, to maintain
corporate fleetness of foot and counter the stultification that almost inevitably
comes with size.
They identified these eight basic prac-:ices and attitudes characteristic
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2. Close to the customer. These companies learn from the people
they serve. They provide unparalleled quality, service, and reliability--
things that work and last. Everyone gets into the act. Many of the
innovative companies got their best product ideas from customers. That
comes from listening, intently and regularly.
3. Autonomy and entrepreneurship. The innovative companies foster
many leaders and many innovators throughout the organization. 3M has been
described as "so intent on innovation that its essential atmosphere seems
not like that of a large corporation but rather a loose network of laboratories
and cubbyholes populated by feverish inventors and dauntless entrepreneurs who
let their imaginations fly in all directions." They don't try to hold everyone
on so short a rein that he can't be creative. They encourage practical risk
taking, and support good tries. They follow a ninth commandment: "Make sure
you generate a reasonable number of mistakes."
4. Productivity through people. The excellent companies treat the
rank and file as the root source of quality and productivity gain. They do
not foster we/they labor attitudes or regard capital investment as the
fundamental source of efficiency improvement. At Texas Instruments, every
worker is "seen as a source of ideas, not just acting as a pair of hands";
each of more than 9,000 People Involvement Program teams has contributed to
the company's sparkling productivity record.
5. Hands-on, value driven. Thomas Watson, Jr., said that "the
basic philosophy of an organization has far more to do with its achievements
than do technological or economic resources, organizational structure,
innovation and timing."
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6. Stick to the knitting. The odds for excellent performance seem
strongly to favor those companies that stay reasonably close to businesses
they know.
7. Simple form, lean staff. The underlying structural forms and
systems in the excellent companies are elegantly simple. Top-level staffs
are lean; it is not uncommon to find a corporate staff of fewer than 100
people running multi-billion-dollar enterprises.
8. Simultaneous loose-tight properties. The excellent companies
are both centralized and decentralized. For the most part, they have pushed
autonomy down to the shop floor or product development team. On the other
hand, they are fanatic centralists around the few core values they hold dear.
These excellent companies live their commitment to people, as they also
do their preference for action--any action--over countless standing committees
and endless 500-page studies, their fetish about quality and service standards
that others, using optimization techniques, would consider pipe dreams; and
their insistence on regular initiative (practical autonomy) from tens of
thousands, not just 200 designated $75,000-a-year thinkers. Above all, the
intensity itself, stemming from strongly held beliefs, marks these companies.
They demand quick action, service to customers, practical innovation, and
recognition of the fact that you can't get any of these without virtually
everyone's commitment:. They are very far removed from silent board rooms
marked by dim lights, somber presentations, rows of staffers lined up along
the walls with calculators glowing, and the endless click of the slide projector
as analysis after analysis lit up the screen.
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Themes and Attitudes
The specific content of the dominant beliefs of the excellent companies
is narrow in scope, including just a few basic values:
1. A belief in being the "best."
2. A belief in the importance of the details of execution, the nuts
and bolts of doing the job well.
3. A belief in the importance of people as individuals.
4. A belief in superior quality and service.
5. A belief that most members of the organization should be innovators,
and its corollary, the willingness to support failure.
6. A belief in the importance of informality to enhance communication.
7. Explicit belief in and recognition of the importance of economic
growth and profits.
At Dana Corporation, 22 inches of policy manuals were destroyed and
replaced by a simple one-page statement of philosophy. It reads in the main:
-- Nothing more effectively involves people, sustains credibility
or generates enthusiasm than face to face communication. It is critical to
provide and discuss all organization performance figures with all of our
peopl f?.
-- We have an obligation to provide training and the opportunity..
for development to our productive people who want to improve their skills,
expand their career opportunities it simply further their general education.,
-- It is essential to provide job security for our people.
-- Create incentive programs that rely on ideas and suggestions, as
well as on hard work, to establish a reward pool.
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Corporate staff was reduced from 500 to 100 and the number of layers in
the organization from eleven to five. Ads were run in the house organ like
"Talk Back to the Boss," another: "Ask Dumb Questions."
Intelligence purpose is recognized as the essential task of management
and leadership. The statement of basic purpose reflected in re-emphasized
tasking and all communications is the primary vehicle for achieving this.
The excellent companies tap the inherent worth of the task as a source of
intrinsic motivation for their employees. Teams and divisions set their
own goals. Virtually all of the excellent companies are driven by just a
few key values, and then give lots of space to employees to take initiatives
in support of those values--finding their own paths, and so making the task
and its outcome their own.
Try anything that has promise and half a chance. Advancement takes
place only when we do something: test market, stick a jury-rig device on an
operating production line, test a new sales promotion on 50,000 subscribers.
A scientific paper or a staff report can have impeccable logic and present
an immaculate appearance yet reproduce little or nothing of the intuitive
leaps, false starts, mistakes, loose ends, and happy accidents that can
produce action and get a result.
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SECRET
DIRECTORATE.
OF
ADMINISTRATION
GALS, PRINCIPLES AND STANDARDS
FOR THE CIA.
SECRET
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STAT
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To provide the finest, unbiased intelligence in the world.
People are our most important resource.
Our people must be:
o Dedicated to the task at hand.
o Ethical in all facets of their professional and private
lives.
o Disciplined in meeting the unique requirements of their
profession.
o Loyal to an Agency whose mission is in support of the
Constitution of the United States.
o Willing to endure an adverse environment.
o Professionally skilled to fulfill our mission.
o Willing to accept responsibility and challenge.
o Willing to respond when flexibility and self-initiation
are required.
Our leadership must:
o Articulate succinctly the organization's objectives.
o Provide a climate that encourages creativity and innovation.
o Encourage and accept reasoned risk taking.
o Recognize and reward accomplishment.
o Provide adequate training and guidance.
o Be accountable for its actions.
o Delegate authority and accountability to the lowest possible
level.
o Be prepared to meet employee expectations.
o Challenge the imagination of our people.
o Utilize effectively the unique authorities given to this Agency.
o Demonstrate its implicit concern for its people.
o Provide adequate and responsible communication channels to its
people.
o Provide a wide range of effective technological systems.
Integrity of the highest order.
Complete responsiveness to our mission.
Ethical conduct in all activities.
Self-discipline throughout the work environment.
Development of outstanding skills, confidence and
personal resources.
STAT
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PAGE a,
A summary of key ideas from this exercise:
-- Senior management needs to provide visual feedback
to the participants of this endeavor to reinforce their
confidence that this was not just another management exercise.
-- Our people have historically gone the extra mile based on
the expectation that managers recognize and reward such effort
without prompting.
-- There is an underlying belief that the DCI Special Authorities
have eroded through disuse and an equally strong belief that many of
the perceived stumbling blocks could be eliminated by invoking these
Authorities.
-- Our people believe they are unique and want a leadership
that fosters uniqueness as well as an atmosphere of caring and
mutual respect.
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STATEMCNT OF GOALS
Agency Purpose
To provide the best possible intelligence.
Organizational Purpose
To provide timely, responsive, and innovative support for
all aspects of this intelligence effort.
To accomplish our tasks promptly and efficiently.
To accomplish our tasks within these inescapable
constraints:
?
the conflict which exists between an
intelligence agency which by necessity
must operate in secrecy and an open
democratic: society;
the discipline required to maintain our
security, cover, and compartmentation.
Resources
People are our most important resource.
We must:
Instill a sense of dedication to the highest
standards and principles.
Provide job security based on performance.
Create an environment which encourages people
to develop as individuals and to attain their
full potential.
Insure a safe and pleasant work environment.
Recognize and reward achievements.
?
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STAT
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Management
Everything management does should be measured against
whether it encourages or impedes progress in achieving
our purpose.
Standards
We seek:
Integrity of the highest order.
Awareness of the urgency of our mission.
Development of our people.
First-rate performance.
Utilization of effective technology.
Capability and flexibility to meet tough
and sudden challenges.
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SECRET
DIRECTORATE
OF
ADMINISTRATION
GOALS, PRINCIPLES AND STANDARDS
FOR THE CIA
SECRET
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15 February 1984
MEMORANDUM FOR: Deputy Director for Administration
Director o Security.
STAT
SUBJECT: Goals, Principles and Standards
for the Central Intelligence Agency
1. Reference is made to your memorandum of 25 January 1984
concerning the development of goals, principles, and standards
for the Central Intelligence Agency.
2. Attached herewith is a copy of my memorandum of
31 January 1984, providing guidance to those key components of
the Office of Security asked to participate in-this exercise. I
met with representatives from these units to explain the process
? and emphasize that there should be heavy involvement at the
various levels within the chain of command. The supervisors were
otherwise given considerable latitude in the development of a
statement of goals/principles/standards and the results of this
endeavor-are attached.
3. Some of the employees expressed initial skepticism and
even cynicism concerning the requirement, which was viewed in
some quarters as yet another useless bureaucratic exercise.
There was also a touch of resentment that we were focusing on
the guiding principles of firms in private industry, while
ignoring our own rich Agency heritage. In the same general
vein there was a school of thought that the original statement
of goals, principles, and standards contained a lot of "mother-
hood" - lofty ideals which were not closely linked to the mission
of an intelligence organization. Some individuals also wanted to
address parochial issues, and concerns within their own specific
units; they had to be reminded that this was a unique opportunity
to look at the Agency from a broad perspective.
4. In spite of these preliminary reservations, very
favorable dynamics soon developed in the course of "buzz"
sessions. Some of the groups met several times on their own
initiative. There was a lot of organizational soul searching.
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The deliberations proved to be very therapeutic. In the course
of the synthesis process there was healthy give and take, as
employees thought about our organizational purpose. Some of our
people got caught up in a sense of reawareness and were wondering
whether the DCI might have anticipated that this is exactly what
would happen. In the course of the discussions there was the
repetitive theme that the Central Intelligence Agency is a unique
organization; we need to "rekindle" the winning spirit which made
CIA great; people are our most precious commodity; and we should
resist to the utmost the seductive cry from the marketplace that
quality be replaced with quantity, i.e., numbers.
5. Discussions sometimes touched raw nerves as groups
thought about the "stars" in the lobby of the Headquarters
Building and the Agency families who have suffered pain for the
organization. The thought was advanced that CIA is not the Peace
Corps nor the Marine Corps but needs the dedication of that type
organization. There was the constant belief that CIA must avoid
at all cost the trend towards bureaucracy for fear that the
Agency will lose its status as an elite organization with a
worldwide intelligence mission. Recent advertisements emphasized
that CIA applicants will have the opportunity of "serving with a
unique group of people whose special concern is the security of
your country." Agency employees believe this.
? 6. There was support for the observation that most DDA
components, as service elements,, have a broader view of the
Agency than do the personnel locked into fixed roles within their
home offices. Many representatives from the Directorate of
Administration serve with and become members of the DDO and DDS&T
"families" whether at overseas stations or on technical projects.
Colleagues in the other Directorates do not have this career
enrichment in many instances.
7. As has been mentioned, at first there was a little
defensiveness by security personnel in being compared with
companies in the private sector. In one especially important
area, CIA is remarkably different from industry which often
succeeds because they heavily advertise their products. Most
Agency personnel, even at home, are not permitted to tell
spouses, let alone children or friends, about the organization's
successes. There is this burden of silence. For this reason
management should appropriately reinforce at every opportunity
the fundamental importance of the Agency "family." We are active
participants in world history and do make a difference. The
mission is to wage peace and this has been done extremely well
through the years, before noisy activists adopted the theme.
"Belonging" is the essence of the human condition; Agency
personnel do belong; and because of this, they give.
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0
should hold follow-up meetings with a cross section of
participants in order to elicit candid views of the Agency.
8. This exercise started a "fire" at various levels in
the organization. Senior Agency managers should not let this
enthusiasm die. The dynamics of the exercise proved to be much
more valuable than the production of two typed pages on goals,
principles and standards. The DDA and his office directors
STAT
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3 1 JAN 1984
MEMORANDUM FOR: See Distribution
Director of Security
SUBJECT: Package for Managers as a Guideline for
Development of Goals, Principles and
Standards for the CIA
1. The Director of Central Intelligence has requested that
all levels of Agency management participate in the formulation of
a broad statement of objectives and principles for the CIA of the
future. In essence, he has required "an examination of what we
are about, what it is we want to foster and encourage, and the
kinds of things we can do to accomplish that." It must be
emphasized that we are to direct our thoughts to the Agency
as an entity and not to individual units and components.
2. The Director of Central Intelligence has provided a
package consisting of a rough first draft of a statement of
objectives and ;principles for CIA, a sample of comparable
statements from successful organizations of the corporate world,
and a summarization of features and methods found in the most
effective private organizations our country has developed.
A copy of the Director's speech of 24 January 1984 is also
included.
3. You are requested to review the materials provided with
this memorandum and in conjunction with your subordinates prepare
a statement not to exceed two pages in length that best exempli-
fies what you together think the Agency's goals, objectives,
principles and standards should be. In the interests of
standardization, please respond, utilizing the format which is
forwarded as Attachment 2.
4. It is emphasized that this program should not be viewed
as a narrow parochial exercise with a focus on additional
resources. Rather,. this is a unique:opportunity to provide broad
collegial input on a major management issue which is of interest
and concern to senior Agency management. The matter should be
given thoughtful consideration with a view toward providing con-
structive positive observations on the goals, objectives, and
standards of the organization. A conscientious effort should be
made to improve or otherwise enhance the value of the DCI's draft
STAT
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? statement on objectives and principles. Essentially, I am
urging: (a) widespread participation at all levels, (b) serious
creative thinking concerning the Agency's organizational purpose,
and (c) a qualit:y product which is both clear and concise.
5. Your response should be forwarded directly to me no
later than 10 February 1984. Please keep in mind that your
submission is being forwarded to the Director of Central
Intelligence for his personal review.
S
STAT
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STAT
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CIA ORGANIZATIONAL PURPOSE
I. , GOALS:
II. OBJECTIVES:
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IV. STANDARDS:
IV. COMPONENT
OFFICER'S NAME
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SECRET
REMARKS OF WILLIAM J. CASEY
DIRECTOR OF CENTRAL INTELLIGENCE
TO
CIA EMPLOYEES
CIA AUDITORIUM
24 JANUARY 1984
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As WE START OUR FOURTH YEAR OF WORKING TOGETHER, I WANT
YOU TO KNOW THAT IT'S BEEN A RICH AND GRATIFYING EXPERIENCE FOR
ME AND I WANT TO THANK ALL HERE FOR WHAT WE HAVE BEEN ABLE TO DO
TOGETHER. AT THE SAME TIME I WANT TO TELL YOU ABOUT SOME
DISCUSSIONS AND EVENTS DURING THE FIRST WEEKS OF THIS YEAR WHICH
BROUGHT HOME TO ME HOW MUCH MORE THERE IS TO DO-
WEEK BEFORE LAST I PREPARED A RAT14ER DETAILED REPORT ON WHAT
WE'VE BEEN ABLE TO ACCOMPLISH OVER THE LAST THREE YEARS AND
REVIEWED IT WITH THE PRESIDENT- MORE THAN ANY OTHER PART OF THE
GOVERNMENT WE ARE IN ACTION EVERY DAY, DEALING WITH THE WORLDWIDE
APPARATUS OF THE KGB, PLUS SOME 70 NON-GOVERNING COMMUNIST PARTIES,
PLUS PEACE AND FRIENDSHIP ORGANIZATIONS ALL OVER THE WORLD DIRECTED ID
FROM MOSCOW, PLUS THE EAST GERMAN, CUBAN, AND OTHER BLOC
INTELLIGENCE SERVICES--ALL WORKING TO STEAL OUR TECHNOLOGY, TO
DAMAGE OUR REPUTATION, TO DIVIDE US FROM OUR FRIENDS, TO
DESTABILIZE, SUBVERT AND OVERTHROW GOVERNMENTS FRIENDLY TO US-
THE PRESIDENT KNOWS THAT CIA IS THE ORGANIZATION IN THE FREE
WORLD MOST CAPABLE OF DEALING EFFECTIVELY WITH THIS ENORMOUS
APPARATUS AND FRUSTRATING ITS OBJECTIVES- I WAS ABLE TO SPELL
OUT FOR HIM HOW IN THESE THREE YEARS, ALMOST FROM SCRATCH, WE
HAVE CREATED A CAPABILITY FOR
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COUNTERTERRORISM NETWORK THROUGH OUR RELATIONSHIPS WITH
INTELLIGENCE AND SECURITY SERVICES IN OTHER COUNTRIES- I
REVIEWED HOW, IN RECENT MONTHS, WE HAVE THWARTED TERRORIST
ATTACKS, RECOVEREI) STOLEN TECHNOLOGY AND CARRIED OUT RESCUE
OPERATIONS IN MANY PARTS OF THE WORLD-
WE HAVE DEVELOPED A WORLDWIDE
IN THE INTELLIGENCE COMMUNITY AND IN CIA THE PRODUCTION AND
QUALITY OF FINISHED INTELLIGENCE FOR POLICYMAKERS IS AT THE
HIGHEST LEVEL IN HISTORY. A GREAT DEAL WAS HEARD ABOUT THE
PURGING OF THE CLANDESTINE APPARATUS IN THE LATE 1970s. LESS
WELL KNOWN IS THE MASSIVE DEPARTURE ,OF PROFESSIONALS FROM THE
ANALYTIC SIDE OF CIA DURING THE SAME PERIOD- NEARLY HALF OF OUR
? ANALYSTS LEFT BETWEEN 1977 AND 1981- FROM A LOW POINT IN1980
OF ONLY 12 NATIONAL ESTIMATES, IN.1983 WE PUBLISHED SOME 50
NATIONAL ESTIMATES AS WELL AS,25 OTHER INTELLIGENCE COMMUNITY
ASSESSMENTS- IN ADDITION, WE COMPLETED MORE THAN 800 RESEARCH
PROJECTS ON A NEARLY INCONCEIVABLE RANGE OF SUBJECTS FROM SOVIET
WEAPONS SYSTEMS TO POPULATION. PROBLEMS TO THE IMPLICATIONS OF
IN-TERNATIONAL DEBT. THIS WAS 'IN AD.DITION TO OUR STREAM OF
PERIODICALS--DAILIES, WEEKL,I?ES, MONTHLIES AND QUARTERLIES-
I WAS ABLE TO TELL THE PRESIDENT HOW OUR DIRECTORATE-OF
SCIENCE AND TECHNOLOGY HAS COME UP WITH A WHOLE RANGE OF IMPROVED
METHODS OF'ACQUIRING AND ANALYZ'I'NG .INFORMATION- By WAY OF
ILLUSTRATION, ONE OF THE MORE DRAMATIC OF THESE IS THE CAPABILITY
OF PICKING UP OFF THE AIR THE DAILY ISSUE OF PRAVDA AND OTHER
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SOVIET PUBLICATIONS AS THEY ARE TRANSMITTED FROM MOSCOW TO
SIBERIA FOR PUBLICATION IN AN EARLIER TIME ZONE- WE NOW READ
PRAVDA EVERY DAY BEFORE IT HITS THE STREETS IN MOSCOW-
WAS ABLE TO SPELL OUT HOW, IN 1983, THE KGB HAS TAKEN THE
WORST SHELLACKING IN ITS HISTORY AS 117 SOVIET INTELLIGENCE
AGENTS DEFECTED OR.WERE EXPELLED FROM OVER 20 COUNTRIES ON ALL
CONTINENTS-
IT TOOK ME 20 SINGLE-SPACED PAGES TO SUMMARIZE FOR THE
PRESIDENT WHAT WE HAVE ACCOMPLISHED OVER THESE THREE YEARS-
HAVE NO INTENTION OF TAKING YOU THROUGH ALL OF THAT TODAY-
BUT I DO WANT YOU TO KNOW THAT THE PRESIDENT REACTED STRONGLY
WITH PRIDE AND APPRECIATION IN WHAT YOU HAVE DONE IN REBUILDING
AND REVITALIZING THE NATIONS INTELLIGENCE ARM AND EXTENDS HIS
APPRECIATION AND CONGRATULATIONS.
THIS WEEK, WITH OUR NATIONAL INTELLIGENCE OFFICERS, I AM
PUTTING THE FINISHING TOUCHES ON THE WORLDWIDE BRIEFING WHICH WE
GIVE TO SIX COMMITTEES OF THE CONGRESS AT THE BEGINNING OF
ra
EACH SESSION? TOMORROW, IN THE FIRST OF THESE BRIEFINGS, WE
WILL TELL THE SENATE ARMED SERVICES COMMITTEE ABOUT THE LARGE
NUMBER OF NEW STRATEGIC WEAPONS WHICH THE SOVIETS HAVE UNDER
DEVELOPMENT TO THREATEN US" HEAVY MISSILES, MOBILE MISSILES,
CRUISE MISSILES LAUNCHED FROM NEW SUBMARINES AND NEW AIRPLANES-
WE WILL TELL THEM OF THE SOVIET POTENTIAL TO DEPLOY A MISSILE
DEFENSE SYSTEM NATIONWIDE IN THE EARLY 1990s- WE WILL TELL THEM
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ABOUT NEW CONVENTIONAL WEAPON SYSTEMS TO BE DEPLOYED TO SUPPORT
A DOCTRINE OF HIGHLY MOBILE MANEUVER FORCES SUPPORTED BY
MASSIVE ARTILLERY FIRE AND TACTICAL AIR STRIKES-
WE WILL SPELL. OUT HOW THE GLOBAL REACH OF THE SOVIET UNION
HAS EXPANDED OVER THE LAST TEN YEARS SO THAT SOVIET FORCES NOW
OPERATE FROM FULL-'FLEDGED BASES IN CUBA, VIETNAM, SYRIA, SOUTH
? YEMEN, ETHIOPIA, L.IBYA, ANGOLA, AND FROM 14 ADDITIONAL COUNTRIES
ALLOWING MORE LIMITED ACCESS. A SOVIET MILITARY PRESENCE IS
NOW ESTABLISHED IN EVERY MAJOR REGION OF THE WORLD-
WE WILL SPELL-OUT HOW,COMMUNIST AND RADICAL ARAB STATES USE
50 MAJOR TERRORIST ORGANIZATIONS, OVER 60 TERRORIST TRAINING
CAMPS AND A WIDE ARRAY OF AD HOC TERRORIST GROUPS AND LIBERATION
MOVEMENTS TO THREATEN AND ATTACK OUR PEOPLE, DISRUPT THE PEACE
AND INFLAME RACIAL, RELIGIOUS AND OTHER CONFLICTS AROUND THE
WORLD- PREPARING THESE BRIEFINGS BRINGS HOME VIVIDLY THE
TREMENDOUS RESPONSIBILITY WE HAVE TO KEEP TRACK OF, TO
UNDERSTAND AND TO WARN ABOUT THE EVOLUTION OF AN AWESOME ARRAY
OF SOPHISTICATED NEW WEAPONS SYSTEMS, OF NEW MILITARY DOCTRINES
? AND STRATEGIES, OF THE RISE AND FALL OF NATIONAL ECONOMIES, OF
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POTENTIAL INSTABILITIES AND CHANGES'OF DIRECTION IN COUNTRIES ON-- is
WHICH WE DEPEND, OF NEW TECHNOLOGIES WHICH AFFECT. BOTH OUR SECURITY
AND OUR PROSPERITY, OF THE POLITICAL DRIVE IN EUROPE TO BREAK UP
THE WESTERN ALLIANCE, OF THE RACE FOR SUPREMACY IN SCIENCE AND
TECHNOLOGY. THIS IS THE STUFF OF EVERYDAY LIFE IN THIS
ORGANIZATION- MEETING THE CHALLENGE OF DEALING WITH THIS PANORAMA
OF FAST MOVING EVENTS 'BOTH DEMANDS AND BRINGS OUT THE BEST IN
ALL OF US-
THE FIRST WEEK OF THE YEAR WE PUT THE FINISHING TOUCHES ON
OUR BUDGET FOR FISCAL YEAR 1985. THE PRESIDENT AND THE CONGRESS
HAVE BEEN GENEROUS IN GIVING US THE RESOURCES TO BUILD AND IMPROVE
OUR CAPABILITY TO MEET THESE CHALLENGES? WE ARE WELL ON THE WAY
TO RECOVERING THE GROUND LOST DURING THE 70s. By 1986 WE WILL
BE EXAMINING THE WORLD MUCH MORE CLOSELY AND WITH NEW TECHNICAL
MARVELS COLLECTING INFORMATION WHICH WE DO NOT NOW REACH. To
HANDLE THIS GREATLY-EXPANDED FLOW OF DATA, GET IT WHERE IT IS
NEEDED, SORT IT OUT AND FIGURE OUT WHAT IT MEANS, WE ARE MODERNIZING
OUR COMMUNICATIONS NETWORK, DEVELOPING NEW COMPUTER SYSTEMS AND
OTHER ADVANCED METHODS OF MANAGING AND TARGETING THESE. COLLECTION
SYSTEMS AND PROCESSING AND ANALYZING THE DATA THEY WILL PRODUCE-
OVER THES(E)THREE YEARS OUR HUMAN SOURCE COLLECTION HAS GROWN
SUBSTANT PALLY ?
OUR ANALYSTS WILL BEAR THE BRUNT OF COPING
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WITH A SHARPLY INCREASED VOLUME OF INFORMATION- IN THE LAST
'THREE YEARS THE BUDGET OF THE DIRECTORATE OF INTELLIGENCE HAS
AND BY THE END OF THIS YEAR WE
NALYSTS TO ITS ROSTER. RESOURCES FOR
OUTSIDE EXPERTISE TO HELP AND CRITIQUE OUR.ANALYSIS HAVE ALMOST
TRIPLED- WE HAVE CONDUCTED A MASSIVE CAMPAIGN TO PUT OUR ANALYSTS
IN TOUCH WITH EXPERTS IN THE PRIVATE SECTOR, UNIVERSITIES, THINK
TANKS, PRIVATE BUSINESS HERE AND ABROAD. WE HAVE MOVED ANALYSTS
INTO THE COMPUTER AGE WITH HUNDREDS OF THEM NOW HAVING A TERMINAL
TO BRING NEW REPORTS TO THEIR DESK EVERY DAY, ORGANIZE THEIR DATA
AND BRING IT BACK AS NEEDED- ONLY WITH IMPROVED METHODS WILL
THE SAME NUMBER OF ANALYSTS CIA HAD IN 1960 BE ABLE TO COPE WITH
THE FAR BROADER PROBLEMS OF THE 1990S.
IT SAYS A LOT ABOUT THE IMPROVED PUBLIC ATTITUDE TOWARD THE
CIA THAT LAST YEAR ABOUT A QUARTER OF A MILLION AMERICANS ASKED
ABOUT SIGNING UP WITH THE CIA. OUR RECRUITERS INTERVIEWED
ABOUT 20,000 OF THEM
THAT'S VERY TIGHT SCREENING AND SELECTION- To COPE
WITH THIS INCREASED HIRING, TO DEVELOP NEW SKILLS AND-HELP ALL
OF US DO BETTER AND MORE RELEVANT WORK, OUR TRAINI'N.G CAPABILITIES
HAVE BEEN EXPANDED AND IMPROVED WITH NEW COURSES AND PROGRAMS.
'THIS SPRING WE WILL BREAK GROUND FOR A NEW BUILDING ON THIS'
CAMPUS WHICH WILL\
GREATLY IMPROVE THE COMFORT AND EFFICIENCY
WITH WHICH WE WILL BE ABLE TO DO OUR WORK-
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ALL OF US CAN TAKE PRIDE IN WHAT WE HAVE UNDER WAY, AND HOW
WE HAVE USED THE RESOURCES THAT HAVE BEEN PROVIDED US. THE
PRESIDENT HAS CALLED FOR A STILL LARGER INCREASE IN 1985, AND IN
1986 WE WILL HAVE COMPLETED MOST OF THE BUILDUP PROJECTED THREE
YEARS AGO. BUT THE PROBLEMS WILL BE GREATER AND MORE COMPLEX-
THE AMOUNT OF DATA BEING COLLECTED WILL THREATEN TO INUNDATE US-
WE WILL BE ABLE TO STAY ON TOP OF IT AND MEET OUR RESPONSIBILITIES
ONLY BY HIGHER QUALITY PERFORMANCE- WE ARE WELL INTO THE PROCESS
OF RESTORING OURSELVES QUANTITATIVELY- OUR THRUST FOR THIS YEAR
AND BEYOND MUST BE TO IMPROVE THE QUALITY OF OUR SKILLS, OF OUR
PERFORMANCE AND OF THE SERVICE WE PROVIDE OUR CUSTOMERS-
WE START WITH WHAT IS PROBABLY THE MOST PROFESSIONAL AND
DEDICATED WORK FORCE IN THE US GOVERNMENT- WE HAVE TRADITIONALLY
MAINTAINED A POSITION ON THE LEADING EDGE OF TECHNICAL ACHIEVEMENTS
IN THE COLLECTION AND HANDLING OF INFORMATION- THE QUALITY OF
OUR ANALYSIS IN MANY AREAS SURPASSES THAT PRODUCED ANYWHERE ELSE
IN THE FEDERAL GOVERNMENT--OR, FOR THAT MATTER, IN THE PRIVATE
SECTOR- WE NEED TO CONTINUE TO ATTRACT AND RETAIN SOME OF THE
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BEST MINDS AVAILABLE IN ANALYTICAL, OPERATIONAL, TECHNICAL AND
SUPPORT SPECIALTIES- WE NEED TO RECRUIT YOUNG PEOPLE WITH BRAINS,
CREATIVITY, DEDICATION AND DRIVE- WHAT WE HAVE TO. OFFER THEM IS
THE OPPORTUNITY TO PARTICIPATE IN AN ORGANIZATION UNIQUE IN THE
CHALLENGES IT FACES, IN THE RESPONSIBILITY IT CARRIES, IN THE
SPIRIT AND THE CAN-DO QUALITIES IT MANIFESTS. EVERY ONE OF US
SHOULD. MAKE IT PART: OF OUR RESPONSIBILITY TO BE ALERT TO PEOPLE
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WHO CA'N'MEET OUR STANDARDS, TO CONVEY THE MESSAGE THAT THERE IS
A SPECIAL PRIVILEGE AND A SPECIAL SATISFACTION IN OUR WORK AND
DO EVERYTHING WE CAN TO PROVIDE THE EXAMPLE, THE LEADERSHIP, THE
GUIDANCE AND THE OPPORTUNITY TO HELP-NEW RECRUITS DEVELOP AS WE
WOULD LIKE THEM TO
CIA MUST HAVE DONE THIS WELL OVER THE,YEARS. LET US NOW
FOCUS MORE CONSCIOUSLY ON DOING IT BETTER AND MORE COMPREHENSIVELY-
WE NEED TO BECAUSE WE ARE CARRYING OUR PRESENT LOAD ONLY BY
ENLISTING MANY HUNDREDS OF RETIREES WITH PROVEN EXPERIENCE AND
ABILITY- SOMETIME WE WILL HAVE TO FILL THAT GAP FROM BELOW AND
THE RAPID ACCUMULATION OF NEW THREATS, PROBLEMS, AND CONCERNS
? FOR US TO'HANDLE PROVIDES THE OPPORTUNITY AND THE PRESSURE TO
BRING OUR?NEW.RECRUITS AND YOUNGER PEOPLE ALONG RAPIDLY TO BOTH
HIGHER RESPONSIBILITY AND BETTER PERFORMANCE.
WE MUST REMEMBER THAT WHEN THE SPIRIT AND ATTITUDES WE
CHERISH HERE WERE DEVELOPED CIA WAS A MUCH SMALLER GROUP OF
PEOPLE, MANY OF WHOM KNEW EACH OTHER AND HAD WORKED TOGETHER
BEFORE- WE. NOW HAVE MORE NEW PEOPLE THAN WE'VE HAD IN A VERY
LONG TIME- ICE NEED TO TAKE SPECIAL CARE THAT WE PRESERVE,
TRANSMIT AND RENEW THE QUALITIES WHICH HAVE BEEN INSTILLED HERE
?
OVER 35 YEARS-
-GOOD AS WE ARE, THESE NEW CHALLENGES DEMAND THAT WE WORK
TO IMPROVE OUR PERFORMANCE. HOW DO YOU GET SUPERIOR PERFORMANCE
FROMA VERY LARGE ORGANIZATION? IT'S NOT COMMON AND IT'S NOT
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EASY? IN SEARCH OF EXCELLENCE--LESSONS FROM AMERICA'S BEST RUN
COMPANIES IS THE NAME OF A BOOK WHICH FOR MANY MONTHS NOW HAS
REPLACED AT THE TOP OF THE BEST SELLER LIST VARIOUS GUIDES ON
SEX, ON HOW TO GET RICHER AND ON HOW TO EAT WELL WITHOUT GETTING
FAT? THIS BOOK EXAMINES THE IBMs, THE BOEINGS, THE HEWLETT-PACKARDS,
THE MINNESOTA MININGS, THE MCDONNELLS, THE BECHTELS AND SOME 30
OTHER OUTSTANDING CORPORATE PERFORMERS TO SEARCH OUT WHAT IT IS
THAT ACCOUNTS FOR THEIR LEADERSHIP, THEIR SUPERIOR SERVICE AND
THEIR GENERAL PERFORMANCE? HOW DO THEY DO IT YEAR AFTER YEAR?
MUCH THE SAME QUALITIES RUN THROUGH THESE ENTERPRISES ENGAGED IN
BROAD SPECTRUM OF DIVERSE ACTIVITIES. THERE IS A BIAS FOR ACTION,
THE CLOSEST ATTENTION TO SERVING THE CUSTOMER, ENCOURAGING
ENTREPRENEURSHIP IN THE ORGANIZATION, LOOKING TO THE RANK AND
FILE AS THE ROOT SOURCE OF QUALITY IN PERFORMANCE, FOSTERING
'LEADERSHIP AND INNOVATION AT ALL LEVELS, PRACTICAL RISK-TAKING,
LEAN STAFFS, LOTS OF SMALL TASK FORCES TO TACKLE SPECIFIC PROBLEMS
IN A SHORT TIME FRAME, A HIGH PREMIUM ON FLEXIBILITY, ON RAPID
AND EFFECTIVE LEARNING, ON ADAPTATION AND COMMITMENT- IN A
VARIETY OF WAYS THEY ENCOURAGE INITIATIVE, SUPPORT SELF-STARTERS,
CREATE TASK FORCES WITH SHORT TIME FUSES TO REACT QUICKLY, BREAK
NEW GROUND, CROSS FERTILIZE EXPERIENCE AND KNOWLEDGE? THEY PUSH
THEIR MANAGERS AND STAR PERFORMERS TO LEAD AND DEVELOP YOUNGER
PEOPLE BY FORCE OF EXAMPLE, TO IDENTIFY THEIR COMERS AND TO
FORCE THE PACE OF THEIR DEVELOPMENT. THESE AND OTHER APPROACHES
TO DEVELOPING PEOPLE AND GENERATING SUPERIOR PERFORMANCE AND
EXCELLENCE ARE LAID OUT WITH FASCINATING EXAMPLES IN THE BOOK
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? IN SEARCH OF EXCELLENCE- SOME OF OUR SENIOR MANAGERS HAVE
ALREADY BOUGHT COPIES FOR THEIR ASSOCIATES- I AM HAVING OUR
LIBRARY ACQUIRE ENOUGH COPIES SO THAT ANYONE WHO WANTS TO READ
OR LOOK THROUGH A COPY WILL NOT HAVE TO WAIT VERY LONG-
WE HAVE IN CIA MANY OF THE FEATURES THAT CHARACTERIZE THESE
HIGH-POWERED PRIVATE ORGANIZATIONS- WHEN WE AWARDED THE SIS
BONUSES HERE LAST WEEK, WE RECOGNIZED INDIVIDUALS. WHO CARRY THE
PRINCIPAL RESPONSIBILITY IN OUR GOVERNMENT FOR ASSESSING THE
SOVIET STRATEGIC THREAT, FOR COPING WITH THE SOVIET-CUBAN
SUBVERSIVE THRUST IN THE CARIBBEAN AND CENTRAL AMERICA, FOR
MODERNIZING A WORLDWIDE COMMUNICATIONS SYSTEM WHICH HAD BECOME
OBSOLETE, FOR WATCHING SOVIET VIOLATIONS OF ARMS CONTROL
S AGREEMENTS'AND OTHER SPLENDID ACHIEVEMENTS- WE ARE MOVING-
YOUNGER PEOPLE INTO GREATER RESPONSIBILITY WITH SIS-01s AND
-02s BEING TAPPED AS OFFICE DIRECTORS AND GS-13S AND -14S RUNNING
MAJOR LOGISTICAL AND TRAINING OPERATIONS
WE HAVE
HAD GS-10S AND -11S BRIEFING THE PRESIDENT AND WORKING ON TASK
FORCES TACKLING HIGH NATIONAL CONCERNS ABOUT INSURGENCIES, ABOUT
TERRORISM, ABOUT DECEPTION AND DAMAGE TO OUR INTELLIGENCE
CAPABILITIES, ABOUT THE STABILITY OF MAJOR COUNTRIES IN WHICH WE
HAVE BIG STAKES- WHERE ELSE CAN YOUNG PEOPLE GET THAT- 'r KIND'OF'A
CHALLENGE?
THOSE WHO WILL BE OUR FUTURE MIDDLE AND SENIOR LEVEL MANAGERS
WILL ALSO BE JUDGED ON THEIR RECORD IN IDENTIFYING AND DEVELOPING
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TALENT AS WELL AS ON THEIR OWN PERFORMANCE. THE PROCESS OF
MAKING ASSIGNMENTS--DECIDING HOW MUCH AND-WHAT KIND OF EXPERTISE"
MUST BE FOCUSED ON THE VARIOUS TASKS WHICH CONFRONT US, AND
DECIDING TO WHOM TO ENTRUST THESE TASKS--IS OF CRITICAL IMPORTANCE-
SOME ASSIGNMENTS STRETCH THE CAPABILITIES OF OUR, P.EOPLE'-SOMETIMES
SETTING THE STAGE FOR GREAT GROWTH- OTHER ASSIGNMENTS MERELY
TAKE ADVANTAGE OF WHAT A PERSON ALREADY.KNOWS HOW TO DO- As YOU
CARRY OUT THIS ESSENTIAL TASK, CONSIDER THE PERSONAL DEVELOPMENT
ASPECTS OF EACH ASSIGNMENT AS CAREFULLY AS YOU DO THE NEED TO
ACCOMPLISH SUCCESSFULLY WHATEVER TASK IS AT HAND-
YOU WILL FIND OTHER WAYS TO FOSTER AN ATMOSPHERE, OF CHALLENGE.
AND OPPORTUNITY, TO TEST OUR YOUNGER PEOPLE, TO BRING THEM MORE
RAPIDLY INTO HIGHER AND BROADER RESPONSIBILITY, AND TO INSTILL
IN THEM A SENSE OF PURPOSE AND A CONFIDENCE IN THEIR CAPABILITIES-
IT ALL BOILS DOWN TO A. QUEST FOR EXCELLENCE. THAT IS AND
ALWAYS HAS BEEN ALIVE'AND WELL IN THIS ORGANIZATION- HOW CAN WE
INTENSIFY AND TRANSMIT THAT ASPIRAT.ION.TO EVERY CORNER OF THIS
ORGANIZATION,-AND BRING OUT LATENT. .TALENT ,WHEREVER. IT EXISTS.
WEEK BEFORE LAST, AFTER A DAY VISITING IBM's RESEARCH CENTE.R.IN
UPSTATE NEW YORK, I CAME AWAY WITH NEW INSIGHT INTO HOW QUALITIES.
OF THRUST AND DRIVE, FLEXIBILITY AND RESPONSE TO CHALLENGE AND THE
QUEST FOR EXCELLENCE CAN BE MADE TO PERVADE AND-ANIMATE A HUGE
ORGANIZATION. A MAJOR KEY TO IBM's SUCCESS IN-MAINTAINING HIGH;.
PERFORMANCE, FOCUS AND DRIVE IN A LARGE NUMBER OF COMPONENT
ORGANIZATIONS SPREAD ALL. OVER THE WORLD IS A STATEMENT OF
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? OBJECTIVES AND PRINCIPLES WHICH THEY TAKE VERY SERIOUSLY- WE
HERE AND OTHERS IN GOVERNMENT HAVE ACODE OF CONDUCT WHICH
PRIMARILY TELLS US WHAT NOT TO DO. THAT IS IMPORTANT AND MUST
NOT BE NEGLECTED. BUT WE'ALSO NEED TO HAVE EVER IN OUR MINDS A
CALL TO ACTION, A STATEMENT- OF POSITILVE PURPOSE, AN ARTICULATION
OF STANDARDS OF EXCELLENCE TO WHICH WE CAN RALLY AND ASPIRE-
THE TONE AND ATTITUDE AT CIA IS RIGHT BUT I BELIEVE AN
ARTICULATION OF OUR POSITIVE OBJECTIVES CAN INTENSIFY THE
EXCELLENCE WE HAVE ACHIEVED HERE AND SPREAD IT MORE BROADLY-
I'VE COLLECTED FROM BOEING, HEWLETT-PACKARD, IBM, BECHTEL AND
OTHER STAR PERFORMERS STATEMENTS OF THEIR OBJECTIVES WHICH THEY
RELY ON TO GIVE THEIR PEOPLE THE FREEDOM AND RESPONSIBILITY TO
? WORK TOWARD THOSE STATED GOALS IN WAYS THEY FIND BEST IN THEIR
RESPECTIVE AREAS OF RESPONSIBILITY-
HOW DO WE GET SUCH A STATEMENT OF PURPOSE, AN ARTICULATION
OF STANDARDS OF EXCELLENCE,FOR THIS ORGANIZATION IN AWAY WHICH
DEVELOPS FROM WITHIN AND REFLECTS THE VIEWS, ASPIRATIONS AND THE
EXPERIENCE OF ALL OUR PEOPLE AND, ABOVE ALL, WHICH HA'S THEIR
COMMITMENT- IN THE THREE YEARS I'VE BEEN HERE, I'VE VISITED
OUR STATIONS AND BASES AND HAVE VIS~IIED MOST
ELEMENTS OF THE ORGANIZATION-HERE IN THE CAPITOL AREA-"+`I DO AS
MUCH OF THIS AS ICAN FIND TIME FOR BECAUSE I ALWAYS LEARN AND
FEEL BETTER ABOUT THIS OUTFIT FROM TALKING WITH YOU ONE ON ONE
OR IN SMALL GROUPS- RECENTLY, 1 REALIZED THAT' I HAD NOT BEEN IN
? CONTACT WITH ENOUGH OF THE 25 SUBSTANTIVE COMMITTEES WE HAVE IN
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THE COMMUNITY AND-THE 20 OR SO WE HAVE IN THE CIA. SO I WROTE ?
TO THE CHAIRMAN OF EACH COMMITTEE ASKING FOR A THREE-PARAGRAPH
NOTE TELLING ME (1) WHAT THE COMMITTEE WAS UP TO, (2) HOW WELL
IT WAS DOING AND (3) HOW IT MIGHT DO BETTER- I RECEIVED GOOD
RESPONSES QUICKLY AND THEY LED TO GOOD, PURPOSEFUL MEETINGS AND
VALUABLE NEW PROJECTS FOR THE MORE ACTIVE COMMITTEES AND THE
EXTINCTION OF SOME WHICH HAD SERVED THEIR PURPOSE-
WHAT I WANT TO DO NOW IS TO INSTITUTE A PROCESS TO GET
WITHIN A SHORT TIME FRAME, FROM EVERY CORNER OF THE ORGANIZATION,
A BROAD EXAMINATION OF WHAT WE ARE ABOUT, WHAT IT IS WE WANT TO
FOSTER AND ENCOURAGE, AND THE KIND OF THINGS WE CAN DO TO ACCOMPLISH
THAT. FROM THIS WE WILL DEVELOP A STATEMENT OF PURPOSE APPLICABLE
TO THIS ORGANIZATION, TO OUR MISSION, TO THE.KIND OF CUSTOMERS.
WE SERVE, AND TO THE KIND OF WORK ENVIRONMENT AND TASKS WHICH
OUR MISSION REQUIRES- OUT OF THIS EXERCISE I BELIEVE WE CAN
LEARN AND TEACH EACH OTHER A LOT- I WOULD LOOK FOR THE KIND OF
POSITIVE STATEMENT OF PURPOSE AND STANDARDS OF EXCELLENCE WHICH
WILL SUPPLEMENT THE CODE OF CONDUCT WHICH NOW TELLS US HOW WE
MUST BEHAVE AND WHAT WE MUST NOT DO- OUT OF IT I BELIEVE WILL
COME A HIGHER S'E!NSITIVITY TO HOW WE CAN ENCOURAGE CREATIVITY,
INDEPENDENCE OF ACTION, ENTREPRENEURSHIP. GET SMALL TASK FORCES
ROLLING UP'-THEIR SLEEVES, TAKING ON A PROBLEM AND GETTING SOMETHING
DONE WITHIN A RELATIVELY SHORT TIME FUSE. THAT'S THE WAY TO
MAKE THINGS MOVE, TO GET SUPERIOR PERFORMANCE IN ANY ORGANIZATION?
SET TASKS, SET DEADLINES, MAKE DECISIONS. ACT- STAY FLEXIBLE-
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? CHANGE COURSE IF EXPERIENCE INDICATES GET IT DONE AND MOVE ON-
THAT'S THE TEMPO WE WANT AND NEED HERE-
HOW DO WE GET THIS DONE? SOME 15 YEARS AGO THE STATE
DEPARTMENT, AFTER A SERIES OF OUTSIDE PANELS AND COMMISSIONS
CREATED BY PRESIDENTS, BY CONGRESS, SOME OF THEM SELF-APPOINTED,
HAD PRODUCED PONDEROUS AND UNREAD REPORTS, DECIDED TO EXAMINE
ITSELF TO SEE HOW IT COULD DO BETTER. TWO HUNDRED AND FIFTY
FOREIGN SERVICE OFFICERS DEPLOYED THEMSELVES INTO 13 SEPARATE
TASK FORCES AND LABORED FOR 11 MONTHS TO PRODUCE THIS 600-PAGE
VOLUME UNDER THE LABEL DIPLOMACY FOR THE SEVENTIES- IT IS
COMMENDABLE THAT THE FOREIGN SERVICE APPLIED ITS OWN KNOWLEDGE AND
EXPERIENCE TO DEFINE A NEW DIPLOMACY AND THIS WAS A GOOD EXERCISE
? FOR THE STATE DEPARTMENT OUR STYLE IS DIFFERENT- I'M LOOKING
FOR TWO PAGES IN THREE WEEKS PLUS ANY VALUABLE IDEAS AND SUGGESTIONS
WHICH A QUICK AND SEARCHING SELF-EXAMINATION, INVOLVING NOT 250
PEOPLE BUT ALL OF US, CAN GENERATE- OUR STYLE IS TO LOOK FOR
PROBLEMS AND NEEDS, TO SEARCH FOR AND MARSHAL THE EXPERIENCE AND
TALENT TO RESPOND, GET IT DONE AND MOVE ON TO THE NEXT THING AS
QUICKLY AS POSSIBLE- WE WANT TO EXTEND THAT SPIRIT, THAT STYLE,
THAT TEMPO TO OUR NEW RECRUITS AND MORE WIDELY AMONG THOSE ALREADY
HERE- WE'LL DO OUR SELF-EXAMINATION WITH A TASK FORCE- BUT IT
WILL BE A BIG AND LOOSELY STRUCTURED TASK FORCE- IT WILL ENCOURAGE
AND PROVIDE OPPORTUNITY FOR INDEPENDENT INITIATIVE AND THOUGHT
FROM ALL LEVELS- IT WILL BE SHARPLY FOCUSED AND HAVE A SHORT
? TIME FUSE. EVERY MANAGER WILL RECEIVE A PACKAGE CONSISTING OF
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THREE PARTS: A?ROUGH FIRST DRAFT OF A STATEMENT OF OBJECTIVES
AND PRINCIPLES FOR CIA, A SAMPLE OF COMPARABLE STATEMENTS FROM
A FEW OTHER ORGANIZATIONS OF OUTSTANDING QUALITY, AND A QUICK
SUMMARIZATION OF FEATURES AND METHODS THE AUTHORS OF THIS BOOK
FOUND IN THE MOST EFFECTIVE PRIVATE ORGANIZATIONS OUR COUNTRY
HAS DEVELOPED. EACH MANAGER WILL BE EXPECTED TO USE HIS JUDGMENT
ON HOW BEST TO GET THE PEOPLE HE WORKS WITH INVOLVED IN CRITIQUING
AND IMPROVING THE DRAFT STATEMENT OF OBJECTIVES AND GETTING
THEIR BROAD UNDERSTANDING, ACCEPTANCE AND COMMITMENT TO THOSE
OBJECTIVES- I WOULD RECOMMEND WORKING IN SMALL GROUPS AND IN
SHORT MEETINGS, BUT URGE THAT YOU FOLLOW YOUR OWN INSTINCTS AND
DEVELOP YOUR OWN METHODS TO INVOLVE THE PEOPLE WHO WORK WITH YOU.
I WILL BE AWAY FOR ABOUT HALF OF NEXT MONTH AND I WILL
EXPECT EACH MANAGER TO HAVE BY 22 FEBRUARY AN IMPROVED STATEMENT
OF GOALS FOR CIA AND A SUCCINCT MEMO SUMMARIZING THE IMPORTANT
THOUGHTS AND RECOMMENDATIONS WHICH DEVELOPED IN THIS PROCESS
AMONG THE PEOPLE WHO REPORT TO HIM. I WILL READ AND DISCUSS
THESE RESPONSES CAREFULLY AND WE WILL PROMULGATE A STATEMENT OF
OUR ORGANIZATIONAL OBJECTIVES BEFORE FEBRUARY IS GONE.
THANK YOU!' c
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DCI
24 Jan 84
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A critical ingredient in the success of an institution is its ability to
articulate the principles that provide the framework in which it operates.
As the Central Intelligence Agency grows and becomes increasingly complex
and specialized, a greater effort is required to establish'its corporate
identity and create broad understanding of its purposes, principles and
standards. There follows an initial draft of such a statement designed to
be critiqued and improved and generate thought lnd discussion in every corner
of the organization on what-we're about and how Lne qualities which make CIA
a standout in excellence of performance can best be strengthened and extended
at all levels and in all areas.
STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose. To provide accurate, comprehensive intelligence support
to a broad range of consumers in a timely manner and in a form to be of
greatest utility. No matter what job we have o' the nature of our immediate
tasks, our independent and collective efforts arP ill directed towards this
purpose.
? Organization. The CIA is made up of operating elements that are critically
dependent on one another to support their individual and joint activities. Each
element's departmental and national-responsibilities. are respected and, in turn,
will undertake to contribute to and make use of the role and performance of
other relevant elements.
Ethics. Our activities are conducted under the, Constitution and laws of
the United States. The nature of our work is such that every member of the
Agency must be aware of and sensitive to the letter and spirit of this legal
context, and manifest the highest degree of integrity in performance and
conduct.
People. CIA's peop"e are the root source of its capabilities. The
strength of the organization is dependent on the quality of its 'people, and
its future is related to the opportunities it affords for their professional
and personal growth. Skills are recognized and fostered through training,
travel and assignments; management personnel are selected for their ability
to inspire enthusiasm and promote excellence based on their own performance.
Management. CIA's operating style is to foster initiatives and creativity
by allowing the individual great freedom of action in attaining well-defined
objectives, while requiring efficiency, accountability, and results at all
levels.
Measure of Results. Business organizations measure results in profits,
return on.investment and capital growth required to deliver the expanded and
improved service which further increases profit and capital value. This is
achieved by meeting the needs of customers more satisfactorily than alternative
sources. As a public service, this organization does not have profitability
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and capital value to measure its results. Still, its results are in the
satisfaction of its customers in the value, relevance, and timeliness of the
intelligence and operational inputs they receive. Those results come from
the qualities of its people and their creativity, dedication, and success in
utilizing technology and resources to collect, analyze, and apply information
and judgment to foster the security and prosperity of the United States. The
resources needed to achieve those results come from the way the President and
`_ie Congress and the public assess and value these results.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity. of the highest order;
-- development of outstanding skills, confidence, and personal
resources in our people;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden challenges;
-- leadership and recognition as the best intelligence service in
the world.
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Qualitative Goals
- Achieve and maintain excellent quality of management.
- Maintain and enhance our reputation for quality of products and services.
- Stimulate innovativeness throughout the company.
- Strive to insure that the public views Boeing as an attractive long-term
investment.
- Preserve and enhance our financial soundness.
- Always seek to attract, develop and retain talented people.
- Exhibit community and environmental responsibility.
- Manage corporate assets so as to preserve and grow them.
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Classes of Goals
- Beliefs: These represent what we are, and we want to stay that way.
-- Publish widely and reinforce regularly.
- Objectives: These describe, in subjective terms, where we would like to be.
-- Publish to 90-series annually, reinforce other ways.
- Targets: These are quant.ifiable goals.
-- Publish only to restricted group who can do something about them.
Beliefs
- We are a producer of very high quality goods and services.
- We have outstanding ethics and integrity.
- We always strive to be a positive economic, intellectual and social
influence on any community in which we operate and will attempt to limit any
negative aspects of our presence.
- We recognize talented people are our most important asset; therefore,
we will.
-- Set a creative and productive environment.
-- Provide each individual the maximum opportunity for growth
through training and job assignments.
-- Promote and compensate only by merit unless constrained by
collective bargaining agreements.
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Boeing (.continued)
- We seek tough challenges demanding excellent management and high technology.
- We strive to perform all tasks in a superior fashion.
Objectives
- Posture ourselves to capitalize on the changing environment,. automation,
technology, etc., between now and 2000.
- Develop multi-state and multi-nation presence to preserve and enhance
our success.
- When we decide to compete in any market, provide excellent products and
services at attractive prices so as to achieve an eminent and profitable position
in that market.
- Evolve into a more diverse business (without becoming a. conglomerate)
so as to maximize growth and minimize the impact of maturing or vulnerable
product lines.
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A Business and Its Beliefs
- Any organization, to survive and succeed, must have a sound'set of
beliefs guiding all its policies and actions.
- The most important single factor in corporate success is faithful
adherence to those belief
- To meet the challenges of a. changing world, an organization must be
prepared to change everything about itself except those beliefs.
Respect for the Individual
- Job security.
- Above-average benefits.
= Open-door policy.
- Managers help employees.
= Promote from within.
- Accept "Wild Ducks"
The Best Customer Service in the World
- Adapt equipment to customer.
- The customer's problem must be solved.
Strive to Accomplish All Tasks in a Superior Fashion
It is better to aim at perfection and miss.
- Be willing to try seemingly impossible tasks.
- A loss is a personal, affront.
Faithful Adherence to Beliefs
- Retraining for technological change - up to 25 percent at once.
- Management training in beliefs, then skills.
- Everyone on straight salary, no hourly.
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IBM (continued)
- Retain the "small company" character.
-- Human touches.
-- Communication both ways.
-- Risk-taking by middle managers.
- Company comes before all subsets.
Principles
- Same three as 1962.
- Managers must lead effectively.
-- Plan for the future.
- Obligations to stockholders.
-- ROI and growth.
- Fair deal for the supplier.
-- Avoid dependence by supplier.
- Be a good corporate citizen.
-- Community, nation and world.
Basic Business Goals
- Be the product leader--excel in technology, reliability, maintainability
and value.
- Be the most efficient company in this industry, in all respects.
- Compete in, and grow with, all aspects of the information industry.
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HEWLETT-PACKARD
THE ORGANIZATIONAL FRAMEWORK
FOR OUR OBJECTIVES
The achievements of an organization are the re-
sult of the combined efforts of each individual in the
organization workirg toward common objectives.
These objectives should be realistic, should be clearly
understood by everyone in the organization, and
should reflect the organization's basic character and
personality.
If the organization is to fulfill its objectives, it should
strive to meet certain other fundamental re-
quirements:
FIRST, there should be highly capable innova-
tive people throughout the organiza.tinn. Moreover,
these people should have the opportt,nits=through
continuing programs of trainin and edlcratinn~-to
cially important in a technical business where the
rate of progress is rapid. Techniques that are good
lions should not only be enthusiastic themselves,
they should be selected for their ability to engender
enthusiasm among their associates. There can be no
place, especially among the people charged with
management resporsibility, for half-hearted inter-
est or half-hearted effort.
tives and leadership wewhirh gnnArnte anthi iciasm at
SECOND, the organization should have o_b..c-
today will be outdated in the future, and people
should always be looking for new and better ways
to.do their work.
T
fairs
People at every level should be,
-to the highest standards of bu
.understand that anything less
expected to
s totally unaccept-
'6i1assured by written policies or codes; it must be
an integral part of the organization, a deeply in-
grained tradition that is passed from one generation
of employees to another.
able. As a practical matter, et
FOURTH, even though an organization is made
up of people fully meeting the first three require-
ments, all levels should work in unison toward com-
mon objectives, recognizing that it is only through
effective, cooperative effort that the ultimate in effi-
ciency and achievement can be obtained.
It has been our policy at Hewlett-Packard not to
h a~e~ tight military-type organization, but rather to
aye cz ~_ll r hie~tiv s v4 kh-n e clearly stated and
a Qjl. aof .i yP r nnnln the frccdemio-Mork
toward those goals in ways they determine hest for
thwareas of recnuLQhlity.
Our Hewlett-Packard objectives were initially
published in 1957. Since then they have been mod-
ified from time to time, reflecting the changing na-
ture of our business and social environment. This
booklet represents the latest updating of our objec-
tives. We hope you find them informative and useful.
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Hewlett-Packard (continued)
THE OBJECTIVES
1. PROFIT
OBJECTIVE: To achieve sufficient profit to fi-
nance our company` growth and to provide the
resources we need to achieve our other corporate
objectives.
In our economic system, the profit we generate
from our operations is the ultimate source of the funds
we need to prosper and grow. It is the one absolutely
essential measure of our corporate performance over
the long term. Only if we continue to meet our profit
objective can we achieve our other corporate
objectives.
Our long-standing policy has been to reinvest most
of our profits and to depend on this reinvestment,
plus funds from employee stock purchases and other
cash flow items, to finance our growth.
Profits vary from year to year, of course, reflecting
changing economic conditions and varying de-
mands for our products. Our needs for capital also
vary, and we depend on short-term loans to meet
those needs when profits or other cash sources are
inadequate. However, loans are costly and must be
repaid; thus, our objective is to rely on reinvested
profits as our main source of capital.
Meeting our profit objective requires that we de-
sign and develop each and every product so that it
is considered a good value by our customers, yet is
priced to include an adequate profit. Maintaining
this competitiveness in the marketplace also re-
quires that we perform our manufacturing, market-
ing and administrative functions as economically as
possible.
Profit is not something that can be put off until
tomorrow; it must be achieved today. It means that
myriad jobs be done correctly and efficiently. The
day-to-day performance of each individual adds to-
or subtracts from-our profit. Profit is the responsi-
bility of all.
OBJECTIVE: To provide products and services of
the highest quality and the greatest possible value
to our customers, thereby gaining and holding their
respect and loyalty.
The continued growth and success of our com-
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Hewlett-Packard (continued)
pany will be assured only if we offer our customers
innovative products that fill real needs and provide
lasting value, and that are supported by a wide va-
riety of useful services, both before and after sale.
Satisfying customer needs requires the active par-
ticipation of everyone in the company. It demands a
total commitment to quality, a commitment that be-
gins in the laboratory and extends into every phase
of our operations. Products must be designed to pro-
vide superior performance and long, trouble-free
service. Once in production, these products must
be manufactured at a reasonable cost and with su-
perior workmanship.
Careful attention to quality not only enables us to
meet or exceed customer expectations, but it also
has a direct and substantial effect on our operating
costs and profitability. Doing a job right the first time,
and doing it consistently, sharply reduces costs and
contributes significantly to higher productivity and
profits.
Once a quality product is delivered to the cus-
tomer, it must be supported with prompt, efficient
services of the same high quality.
Good communications are essential to an effec-
tive field sales effort. Because of our broad and
growing line of products, very often several sales
teams will be working with a single customer. These
teams must work closely to assure that the products
recommended best fulfill the customer's overall, long-
term needs. Moreover, HP customers must feel that
they are dealing with one company, a company with
common policies and services, arid one that has a
clear understanding of their needs and a genuine
interest in providing proper, effective solutions to
their problems.
OBJECTIVE: To build on our strengths in the
company's traditional fields of interest, and to en-
ter new fields only when it is consistent with the
basic purpose of our business and when we can
assure ourselves of making a needed and profita-
ble contribution to the field.
Our company's growth has been generated by a
strong commitment to research and development,
and has been accomplished in two ways-first, by
providing a steady flow of new products to markets
in which we are already well established and sec-
ond, by expanding our technology into fields that
are nev, but related to our traditional ones. The
evolution of the HP product line is a reflection of
this two-dimensional growth.
Our first products were electronic measuring in-
struments used primarily by engineers and scien-
tists. In time we extended our range of products to
include solid-state components, and instrumenta-
tion for the fields of medicine and chemical analy-
sis. Recognizing our customers' needs to gather and
assimilate large quantities of measurement data, we
developed a family of computers to complement HP
measuring devices. By linking measurement and
computational technologies, we gained added
strenc,:ii in our traditional, technically-oriented
markets and began to serve the broader needs of
business and industry.
Today, the interactive capabilities of Hewlett-
Packard instruments and systems enable our cus-
tomers-decision makers in business as well as in
technical fields-to gain ready access to essential
information, to put it into meaningful form, and to
use it effectively in improving the productivity of
themselves and their organizations. Helping these
customers achieve better results is the unifying pur-
pose of our business. The areas we serve build on
each other to add strength to our company and pro-
vide additional values to our customers. This guides
our interests, our organization and our marketing
philosophy.
The broad scope of HP technology often provides
opportunities for our company to expand into new
fields. Before entering a new field, however, we must
satisfy ourselves that it is consistent with our busi-
ness purpose and that it affords us the opportunity
to make a significant contribution. This requires that
we,have not only the technology to create truly in-
novative and needed products, but that we also have
the capability to manufacture and market them ef-
fectively and at a reasonable profit.
OBJECTIVE:, To let our growth be limited only by
our profits and our ability to develop and produce
innovative products that satisfy real customer
needs.
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Hewlett-Packard (continued)
How large should a company become? Some
people feel that when it has reached a certain size
there is no point in letting it grow further. Others feel
that bigness is an objective in itself. We'do not be-
lieve that large size is important for its own sake;
however, for at least two basic reasons, continuous
growth in sales and profits is essential for us to achieve
our other objectives.
In the first place, we serve a dynamic and rapidly
growing segment of our technological society. To
remain static would be to lose ground. We cannot
maintain a position of strength and leadership in our
fields without sustained and profitable growth.
In the second place, growth is important in order
to attract and hold high caliber people. These indi-
viduals will align their future only with a company
that offers them considerable opportunity for per-
sonal progress. Opportunities are greater and more
challenging in a growing company.
OBJECTIVE: To help HP people share in the
company's success which they make possible; to
provide job security based on their performance;
to insure them a safe and pleasant work environ-
ment; to recognize their individual achieve-
ments; and to help them gain a sense of satisfaction
and accomplishment from their work..
We are proud of the people we have in our orga-
nization, their performance, and their attitude to-
ward their jobs and', toward the company. The
company has been built around the individual, the
personal dignity of each, and the recognition of per-
sonal achievements.
Relationships within the company depend upon
a spirit of cooperation among individuals and groups,
anj an attitude ofrtrust and :understanding on the
part of managers toward their people. These rela-
tionships will be good only if employees have faith
in the motives and integrity of their peers, supervi-
sors and the company itself.
On occasion, situations will arise where people
have personal problems which temporarily affect
their performance or attitude, and it is important
that people in such circumstances be treated with
sympathy and understanding while the problems are
being resolved.
Job security is an important HP objective. Over
the years, the company has achieved a steady growth
in employment by consistently developing good new
products, and by avoiding'the type of contract busi-
ness that requires hiring many people, then termi-
nating them when the contract expires. The company
wants HP people to have stable, long-term ca-
reers-dependent, of course, upon satisfactory job
performance.
Another objective of HP's personnel policies is to
enable people to share in the company's success.
This is reflected in a pay policy and in employee
benefit programs that place us among the leaders in
our industry.
There is also a strong commitment at HP to the
concept of equal opportunity and affirmative ac-
tion, not only in hiring but also in providing oppor-
tunities for advancement. Advancement is based
solely upon individual initiative, ability and dem-
onstrated accomplishment. Since we promote from
within whenever possible, managers at all levels must
concern themselves with the proper development
of their people, and should give them ample oppor-
tunity-through continuing programs of training and
education-to broaden their capabilities and pre-
pare themselves for more responsible jobs.
The physical well-being of our people has been
another'important concern of HP's since the com-
pany's founding. With the growing complexity and
diversity of our research and manufacturing pro-
cesses, we must be especially vigilant in maintain-
ing a safe and healthful work environment.
We want people to enjoy their work at HP and to
be proud of their accomplishments. This means we
must make sure that each person receives the rec-
ognition he or she needs and deserves. In the final
analysis, people at all levels determine the charac-
ter and strength of our company.
OBJECTIVE: To foster initiative and creativity by
allowing the individual great freedom of action in
attaining well-defined objectives.
In discussing HP operating policies, we often refer
to the concept of "management by objective." By
this we mean that, insofar as possible, each individ-
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Hewlett-Packard (continued)
u a I at each level in the organization should make his
or her own plans to achieve company objectives and
goals. After receiving supervisory approval, each
individual should be given a wide degree of free-
dom to work within the limitations imposed by these
plans, and by our general corporate policies. Fi-
nally, each person's performance should be judged
on the basis of how well these individually estab-
lished goals have been achieved.
The successful practice of "management by ob-
jective" is a two-way street. Management must be
sure that each individual understands the immedi-
ate objectives, as well as corporate goals and poli-
cies. Thus a primary HP management responsibility
is communication and mutual understanding. Con-
versely, employees must take sufficient interest in
their work to want to plan it, to propose new solu-
tions to old problems, to stick their necks out when
they have something to contribute; "Management
.by objective," as opposed to management by direc-
tive, offers opportunity for individual freedom and
contribution; it also imposes an obligation 'for
everyone to exercise initiative and enthusiasm.
In this atmosphere it is important to recognize that
cooperation between individuals, and between op-
erating units is essential to our growth and success.
Although our operations are decentralized, we are
a single company whose overall strength is derived
from mutually helpful relationships and frequent in-
teraction among our dispersed but interdependent
units.
It is important, as well, for everyone to recognize
there are some policies which must be established
and maintained on a company-wide basis. Wewel-
come recommendations on these company-wide
policies from all levels, but we expect adherence to
them at all times.
OBJECTIVE: To honor our obligations to society
by being an economic, intellectual and social.as-
set to each nation and each community.in which
we operate.
All of us should strive to improve the environment
in which we live. As a corporation operating in many
different communities throughout the world, we must
make sure that each of these communities is better
for our presence. This means identifying our inter-
ests with those of the community; it means applying
the highest standards of honesty and integrity to all
our relationships with individuals and groups; it
means enhancing and protecting the physical envi-
ronment, building attractive plants and offices of
which the community can ~)e proud; it means con-
tributing talent, time and financial support to worth-
while community projects.
Each community has its particular set of social
problems. Our company must help to solve these
problems. As a major step in this direction, we must
strive to provide worthwhile employment oppor-
tunities for people of widely different backgrounds.
Among other things, this requires positive action to
seek out and employ members of disadvantaged
groups, and to encourage and guide their progress
toward full participation at all position levels.
As citizens of their community, there is much that
HP people can and should do to improve it-either
working as individuals or through such groups as
churches, schools, civic or charitable organiza-
tions..In a broader sense, HP's "community" also
includes a number of business and professional or-
ganizations, such as engineering and scientific so-
cieties, whose interests are closely identified with
those of the company and its individual employees.
These, too, are deserving of our support and partic-
ipation. In all cases, supervisors should encourage
HP people to fulfill their personal goals and aspira-
tions in the community as well as attain their indi-
vidual objectives within HP.
At a national level, it is essential that the company
be a good corporate citizen of each country in which
it operates. Moreover, our employees, as individu-
als, should be encouraged to help in finding solu-
tions to national problems by contributing their
knowledge and talents.
The.betterment of our society is~not a job to be left
to'a few; it is ;a responsibi!ty to be-shared by all.
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The Norton Company
This expression of Norton's corporate mission reflects-goals'and means of
achievement for which the company will be accountable to its many publics.
Norton intends to be a world leader through the profitable development,
production and marketing of products and services that provide superior
customer value. I .
Norton will be both a balanced and a coherent company; balanced among
its various businesses so as to reduce vulnerability to competition and economic
forces; coherent and logical in its structure so that there is a sense of
consistency and clarity to the enterprise. Abrasives will. continue to be a
.strong business within this structure.
To achieve its mission the Company will allocate its resources guided by
the following objectives: .
-- Target efforts at long-term growth markets.
-- Focus on those business opportunities that offer either enough
volume or enough profit margin to support the investments
necessary to build and maintain leadership positions.
-- Give priority to investments that will provide the Company with
a proprietary edge, a value added edge or a technological edge
in the marketplace. .
-- Consider investments throughout.the world, weighing opportunities
and risks.
-- Recognizing that the success of Norton depends on people, give
special attention to the recruitment and development of human
resources on a worldwide basis.
In order to fulfill this mission, Norton will continue to demonstrate a
sense of responsibility to the public interest and to earn the respect and
loyalty of its customers, employees, shareholders, suppliers and the communities
in which it does business.
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Bechtel
CORPORATE PURPOSE
To engage as a privately-owned
enterprise on a world-wide basis in
the business of engineering,
construction and. related activities,
deriving therefrom a fair net income
with due regard for maximum
]one-term profit growth,
the satisfactions of constructive
accomplishment and other rewards
of quality performance.
OBJECTIVES
To provide an integrated. comprehensive technical
service as professional engineers. constructors and
managers for selected industries and governmental en-
tities in areas of the world where such service is needed.
To maintain a volume of work that results in optimum
size for profitability and maximum effectiveness, there-
by providing attractive corporate and individual op-
portunities. challenges and rewards.
To maintain an independent, objective position. taking
a proprietary interest in patents and processes only to
the extent that these do not conflict with objectivity
and will serve the company's long-term interests.
To cherish excellence in all we undertake by maintain-
ing the competence of our service and the quality of
its end products at the highest possible professional
levels.
To attract and serve clients who are of high caliber in
their respective industries, whose practices are compat-
ible with our own and1who may be regarded as sources
of continuing business.
4 MANAGEMENT AND ORGANIZATION
To maintain an organizational structure in which top
management provides leadership, establishes policy,
does the long-range planning, and in which senior
officers supervise client services and other line activi-
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Bechtel (continued)
ties performed by divisions organized on an industry-
service basis with project-oriented responsibility, and
supporting staff work performed by function-oriented
departments.
To achieve an organization which effectively renders
the best possible service in each of its chosen fields,
continually devejoping its capabilities and enjoying
consistent growth in profitability and accomplishment.
To maintain flexibility of organization in order to meet
our corporate and client responsibilities and the chang-
ing requirements of our diverse operations.
5 PERSONNEL
To conduct our business recognizing that people are
our most important resource by maintaining an en-
vironment in which the individual employee, through
imagination, enthusiasm, hard work, knowledge and
self-discipline can achieve tangible and intangible re-
wards commensurate with his performance.
To compensate employees fairly and to provide them
with opportunities for advancement, financial growth,
long-term careers and personal satisfaction.
To meet our personnel requirements by finding the
best available person for each position, placing strong
emphasis on employee development and promotio
from within but, when necessary, employing well-
qualified people from outside the organization.
6 ORrNTERSHIP: AN.D CONTROL
To continue ownership and control of the company
with those who are active in its management
To structure, finance and operate the business in a
manner that gives maximum freedom from outside
control, supervision, restrictions, and interference.
To earn a fair profit commensurate with the quality
and extent of the services rendered and the risks taken.
In so doing, to take into account the continuing devel-
opment of our organization and its relationships with
employees, clients. suppliers, subcontractors, the con-
struction and other industries, government and the
general public.
To share the financial results of success with those
who make possible that success, as an aid in attracting
and retaining competent personnel, promoting good
morale, and otherwise contributing to our progress as
a dynamic organization.
To be alert to new opportunities and to pursue activi-
ties in new and diverse fields, preferably bearing a logi-
cal relationship to engineering-construction, in order to
maintain preeminence in a competitive environment
subject to rapid and drastic change, and to derive op-
timum utilization of our financial and other resources.
l0 PUBLIC AND GOVERNMENT RELATIONS
To exert positive effort in selected public, professional,
industrial, and g,vernrrent sectors in order to foster
goodwill and wider recognition of the organization's
capabilities, to increase opportunities for new business,
improve employee and community relations, and ac-
quaint key people in government with company and
industry views.
?
?
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DCI
23 Jan 84
Excerpts from
In Search of Excellence: Lessons from America's Best Run Companies
This book was published in 1982 and written by Thomas Peters, with an
engineering degree from Cornell and a Ph.D. in business from Stanford and
experience in management and engineering as a principal of McKinsey -yid
Company, and Robert Waterman, with a geophysical engineering degree from
Colorado School of Mines, Masters of Business Administration from Stanford,
also with management engineering experience at McKinsey. They spent a couple
of years visiting, studying and coordinating depth interviews at 35 companies
which both the record and public perception have established as business
champions--IBM, Hewlett-Packard, Western Electric, United Technologies, Texas
Instruments and Xerox, in high tech; Eastman-Kodak, Johnson & Johnson, Frito-Lay,
Proctor and Gamble in consumer goods; Caterpillar Tractor, Minnesota Mining
Company, and Ingersoll-Rand in general industrial activity; Delta, Marriott,
and McDonald's in service activity; Bechtel, Boeing and'Fluor in project
management; Exxon in resource exploitation. They looked less closely at
another 29 hot companies including Hughes, Lockheed, TR,W, Dow, Dupont, Merck,
Polaroid, Disney, K-Mart and General Motors.
They identified these eight basic p,-ac-.ices and attitudes characteristic
of these enterprises. a.,
1. A bias for action, for
getting on with it. The standard operating
procedure is "Do it, fix it, try it.!'. Says a senior executive in Digital,
"When we've got a big problem here, we grab ten senior guys a'nd stiWth'n in
a room for a week. They come up with an answer and implement it." Moreover,
the companies are experimenters supreme. The book brings-out a large and
striking array of practical devices the excellent companies employ, to maintain
corporate fleetness of foot and counter the stultification that almost inevitably
comes with size.
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2. Close to the customer. These companies learn from the people
they serve. They provide unparalleled quality, service, and reliability-- S
things that work and last. Everyone gets into the act. Many of the
innovative companies got their best product ideas from customers. That
comes from listening, intently and regularly.
3. Autonomy and entrepreneurship. The innovative companies foster
many leaders and many innovators throughout the organization. 3M has been
described as "so intent on innovation that its essential atmosphere seems
not like that of a large corporation but rather a loose network of laboratories
and cubbyholes populated by feverish inventors and dauntless entrepreneurs who
let their imaginations fly in all directions." They don't try to hold everyone
on so short a rein that he can't be creative. They encourage practical risk
taking, and support good tries. They follow a ninth commandment: "Make sure
you generate a reasonable number of mistakes."
4. Productivity through people. The excellent companies treat the ?
rank and file as the root source of quality and productivity gain. They do
not foster we/they labor attitudes or regard capital investment as the
fundamental source of efficiency improvement. At Texas Instruments, every
worker is "seen as a source of ideas, not just acting as a pair of hands";
each of more than 9,000 People Involvement Program teams has contributed to
FV . .
the company's sparkling productivity record.
5. Hands-on, value driven. Thomas Watson, Jr., said that "the
basic philosophy of an organization has far more to do with its achievements
than do technological or economic resources, organizational structure,
innovation and timing."
?
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? 6. Stick to the knitting. The odds for excellent performance seem
strongly to favor those companies that stay reasonably close to businesses
they know.
7. Simple form, lean staff. The underlying structural forms and
systems in the excellent companies are elegantly simple. Top-level staffs
are lean; it is not uncommon to find a corporate staff of fewer than 100
people running multi-billion-dollar enterprises.
8. Simultaneous loose-tight properties. The excellent companies
are both centralized and decentralized. For the most part, they have pushed
autonomy down to the shop floor or product development team. On the other
hand, they are fanatic centralists around the few core values they hold dear.
These excellent companies live their commitment to people, as they also
do their preference for action--any action--over countless standing committees
? and endless 500-page studies, their fetish about quality and service standards
that others, using optimization techniques, would' consider pipe dreams; and
their insistence on regular initiative (practical autonomy) from tens of
thousands, not just 200 designated $75,000-a-year thinkers. Above all, the
intensity itself, stemming from strongly held beliefs, marks these companies.
They demand quick action, service to customers, practical innovation, and
recognition of the fact that you can't get any of these without virtually
everyone's commitment. They are very far removed from silent board rooms
marked by dim lights, somber presentations, rows of staffers-l-ihed up along
the walls with calculators glowing, and the endless click of the slide projector
as analysis after analysis lit up the screen.
0
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Themes and Attitudes
The specific content of the dominant beliefs of the excellent companies
is narrow in scope, including just a few basic values:
1. A belief in being the "best."
2. A belief in the importance of the details of execution, the nuts
and bolts of doing the job well.
3. A belief in the importance of people as individuals.
4. A belief in superior quality and service.
5. A belief that most members of the organization should be innovators,
and its corollary, the willingness to support failure.
6. A belief in the importance of informality to enhance communication.
7. Explicit belief in and recognition of the importance of economic
growth and profits.
.At Dana Corporation, 22 inches of policy manuals were destroyed and
replaced by a simple one-page statement of philosophy. It reads in the main:
-- Nothing more effectively involves people, sustains credibility
or generates enthusiasm than face to face communication. It is critical to
provide and discuss all organization performance figures with all of our
people.
--:We have an obligation to provide training and the opportunity
for development to our productive people who want to improve their..,skills,
expand their career opportunities jr simply further their general education.
-- It is essential to provide job security for our people.
-- Create incentive programs that rely on ideas and suggestions, as
well as on hard work, to establish a reward pool.
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Corporate staff was reduced from 500 to 100 and the number of layers in
the organization from eleven to five. Ads were run in the house organ like
"Talk Back to the Boss," another: "Ask Dumb Questions."
Intelligence purpose is recognized as the essential task of management
and leadership. The statement of basic purpose reflected in re-emphasized
tasking and all communications is the primary vehicle for achieving this.
The excellent companies tap the inherent worth of the task as a source of
intrinsic motivation for their employees. Teams and divisions set their
own goals. Virtually all of the excellent companies are driven by just a
few key values, and then give lots of space to employees to take initiatives
in support of those values--finding their own paths, and so making the task
and its outcome their own.
Try anything that has promise and half a chance. Advancement takes
place only when we do something: test market, stick a jury-rig device on an
operating production line, test a new sales promotion on 50,000 subscribers.
A scientific paper or a staff report can have impeccable logic and present
an immaculate appearance yet reproduce little or nothing of the intuitive
leaps, false starts, mistakes, loose ends, and happy accidents that can
produce action and get a result.
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A STATEMENT OF AGENCY GOALS, PRINCIPLES AND STANDARDS
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A STATEMENT OF AGENCY GOALS, PRINCIPLES AND STANDARDS
BY
THE DIRECTOR OF SECURITY
1. GOALS/OBJECTIVES
? To collect, analyze and disseminate timely, accurate and
unbiased intelligence for United States national policy
makers.
? To be the best: to gain the respect of all nations as
the most competent and professional of all intelligence
organizations.
? To keep United States policy makers from being surprised
by historic world events.
? To make the intelligence product of the United States
the best in the world.
0
? To recruit and train and utilize the most qualified,
dedicated and innovative persons possible to find and
employ.
? To develop Agency personnel to reach the heights through
enlightened management which fosters creativity, innovation
and risk-taking.
? To develop Agency personnel to the maximum through training,
rotations, and management planning.
? To reward Agency personnel in a manner commensurate with
the employees' effort, dedication, and contribution.
? To provide outstanding leadership by a positve and enlightened
style, by enthusiasm, by accountability, and by vitality.
?
2. BELIEFS/PRINCIPLES
The Agency must be led and not driven.
? The Agency is better than IBM and other corporate giants.
They are mercenaries. Agency personnel operate out of a
sense of duty and pride.
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?
? The Agency's population operates with code of conduct and
discipline requirements far more rigorous than those
found in most other employment situations.
? The Agency's failures can lead to enormous consequences,
including loss of human lives.
? The Agency's people tolerate considerable stress.
? The Agency needs more "leaders" and perhaps fewer "managers."
? The Agency has "gone public" and "gone political" a bit
too much in recent years.
?
3. STANDARDS
? A measure of Agency success is the presence of a "family"
feeling within CIA.
A measure of Agency success is the absence of a cool,
impersonal management style which does not meet the needs
of the organization's most vital resource--its personnel.
? A measure of Agency success is its ability to remain "young"
and dynamic and daring.
? Improving quality of effort should be the pacing consideration
behind all management moves.
STAT
?
Director Security
Flo Zerv.~r
Date/
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STAT
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CIA ORGANIZATIONAL PURPOSE
?
I. GOALS
Ensure that we always maintain the position of being the
"best intelligence agency in the world."
? Remember always that CIA was established as a result of
Pearl Harbor, and we must remain a truly unique
organization with,a mission to protect our national
security.
? Our goal is to be the smoke detectors of the world, and
we must return to our origins in stressing the
fundamental importance of collection and analysis -
tasks at which we have historically excelled.
? We serve the President, the Congress, and the people,
and our goal is to produce intelligence that is
accurate, objective, timely, comprehensive, and cost-
effective.
?
? We should strive to rekindle the creative, imaginative,
and innovative spirit which has created a rich tradition
of excellence. It is important that the Agency be kept
unique, young, vibrant, special, responsive.
? Remember that our personnel - our "family" - is our
principal resource, and they are members of a Silent
Service with "star" recognition reflected in the
Headquarters lobby.
II. OBJECTIVES
? Attract, recruit, and retain employees of the highest
caliber; acquire the best and the brightest. We need
quality candidates with old fashioned virtues of
patriotism, duty, dedication, and idealism.
? Be mindful that many people work long stressful hours
under difficult circumstances, and there is a need to be
paternalistically protective and conscientiously
concerned about the health, welfare, morale, and safety
of these dedicated employees and their families.
? Dare to be different, encourage risk taking, and create
a healthy atmosphere for the free flow of ideas between
and among the various elements of the Agency. Continue
to foster independent thought and initiative.
? Resist at all costs external pressures to become a
? bureaucratic line organization - a "normalization"
process which erodes elitism and robs us of our family
tradition.
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is
? Strive to remain the cutting edge of advanced
technology, maintaining state-of-the-art programs which
will keep us in a position of intelligence preeminence.
? Develop a more visible sense of enthusiasm at the top
levels of management that will permeate the rank and
file. Make clear at all levels that this is a single
Agency and that we collectively contribute, share, and
participate in the successes and failures of the Agency.
? Agency management must recognize its responsibilities as
part of a psychological contract with the Agency
population. These are valid expectations by dedicated
employees who have contributed above and beyond normal
job requirements.
III. STANDARDS
? There is an obligation on the part of all Agency
employees to meet the exceedingly high standards of
honesty, performance, conduct, loyalty, and security.
? Management must provide the highest standards of
leadership and direction in order to maintain worldwide
recognition of the preeminence of the Agency in all of
its endeavors.
? 0 Maintain a renewed sense of uniqueness, pride, and
creativity in our personnel that exemplifies the
formative years of the Agency.
0 Maintain an atmosphere of family unity and a sense of
identification with the Agency. We can accept nothing
less than ethical excellence.
0 In order to maintain standards of excellence there has
to be recognition that the only discipline which endures
is self-imposed - an honor system from within the
organization.
0 Our employees must be made aware that they are part of a
service organization, an intelligence agency serving the
President of the United States, and that satisfaction
for a job well done must come from within. There must
be the highest standards of security discipline.
0 Be the best in everything we do. There must be an
acknowledgement by each employee that his or her efforts
represent their best effort toward the accomplishment of
assigned tasks.
0
OFFICER'S NAME
STAT
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CIA ORGANIZATIONAL PURPOSE
1. Serve the President, the Congress and the people in the
most efficient and cost effective manner possible.
2. Produce intelligence that is accurate, objective and
timely, and that fully satisfies the needs of the
decisionmakers.
3. Develop, maintain and enhance a reputation for the
quality of our product and the integrity of our people.
4. Attract, recruit and retain employees of the highest
quality.
5. Develop and encourage a more sharply defined sense of
Agency mission awareness at all levels of management.
?
1. Encourage innovation, flexibility and creativity.
Dare to be different.
2. Develop an Agency-unique compensation and benefit package
that meets the extraordinary demands placed on the
organization and its people.
3. Create a dual career path through which technical
competence and managerial responsibility can be equally
recognized and rewarded.
4. Establish a formal paraprofessional corps that will
provide the opportunity for talented clerical employees
to progress toward the professional ranks.
5. Become the leader in the development and use of
technology.
6. Develop a more visible sense of enthusiasm at the top
levels of management that will permeate the rank and
file.
?
7. Encourage reasoned risk taking.
8. Encourage closer, informal relationships among Agency
components to enhance communication and mission
awareness.
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0 IV. STANDARDS:
1. Maintain a renewed sense of uniqueness, pride and
creativity in our people that characterized the formative
years of CIA.
2. Maintain an Agency infrastructure that will permit rapid
response to changing world political, military and
economic conditions.
3. Once established, maintain our leadership on the cutting
edge of technology.
4. Maintain a working environment that is conducive to the
physical and psychological well-being of all personnel.
5. Be the best in everything we do.
?
IV. COMPONENT
?
STAT
STAT
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STAT
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?
10 February 1984
MEMORANDUM FOR: Director of Security
Office of Security
is
SUBJECT: Green Book
The attachment is roughly representational of the views of
SSC/CIB personnel, who spent several hours in "rap" sessions to
develop them.
There was uniform repugnance at the original assignment,
which was regarded as "boosterism" and a degree of spleen venting
resulted. Over time, however, the exercise came to be viewed as
something of value if the DCI were to be informed that the troops
were not happy.
The expressions of unhappiness with management were many and
strong. These were more institutional than personal and indicated
a basic distrust of the system which promises idealism and yet is,
to their perceptions, crass and crude.
The value of the exercise remains to be seen. At the SSC
level, we certainly know ourselves better - and express ourselves
more frankly. Its impact, Agency-wide, remains to be seen.
STAT
STAT
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1. GOALS: The collection, analysis and dissemination of timely,
accurate and unbiased intelligence for national policy
makers.
OBSERVATIONS:
- The Agency was established as a direct result of
the shattering experience of Pearl Harbor. Our
motto could well be "NO MORE SURPRISES".
- In the past, faulty intelligence has lost battles.
In a thermonuclear age, faulty intelligence threatens
the nation's survival.
0
- We face a numerically superior Warsaw Pact. But
intelligence is a "force multiplier", allowing the
numerically inferior to prevail. Radar + RAF =
Battle of Britain; MAGIC + USN = Midway; ULTRA +
Double Cross + Deception = D-DAY.
The recruitment and retention of qualified, dedicated
and innovative personnel remains a critical issue. We
must never be "normalized" and become a Department of
Agriculture. Some of our people live in life-threatening
situations. The stars in the lobby attest to that.
- Our people must be led, not driven.
- Rotation between Directorates is seen as a valuable
means of reducing both clerical and professional
"burn-out" and broadening the sense of Agency mission.
- Communication, up and down, is vital.
- It's fine to inform us when we have succeeded.
Please tell us where we have failed. We're mature
enough to take constructive criticism.
- Our "reward" will usually be psychic since we cannot
compete with private sector in benefits.
11. OBJECTIVES: See Goals (Supra)
111. STANDARDS: As an Agency, we are a service organization.
We respond to requests from the national level
for our product. The instant we become either
unresponsive or self-serving, we lose our raison
d'etre. We cannot afford pre-conceived ideas not
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?
based on reality. We must be open to change
yet rooted in experience. We must be disciplined,
but the best discipline is always self-imposed.
We must be as idealistic as the Peace Corps and
as cynical, and loyal, as the Marine Corps.
OBSERVATIONS:
We are not as good as IBM and the other corporate
giants. WE ARE BETTER. Their motivation is profit.
They are MERCENARIES. We must operate out of a sense
of duty and pride.
Our people exist under necessary operational and
security restrictions that no corporate entity would
tolerate, and receive no material compensation.
- If IBM makes a corporate mistake, the stock drops,
stockholders complain and various managers may be
fired.
?
- If CIA makes a mistake, people may die.
- Our risk of failure has tremendously higher impact.
- The stress upon our people is proportionately greater.
- We must encourage innovation and ingenuity but resist
"faddism" and change for change's sake.
- Our collective discipline and clandestinity have
been eroded by DCI's who have either "gone public"
or failed to understand the unique problems of the
organization.
We stand less in need of "managers" than of leaders.
- Compared to the Agency of the 1950's, there is a
preceived lack of "family" feeling, lack of concern
for our people's human needs. Management has become
just that-management-not the personal leadership of
the past.
The Agency demands more of its people than almost any
other civilian organization. People enter on duty
with high motivation that they will receive the
intangible rewards of serving such a demanding organiza-
tion, but they become disillusioned and cynical. We
have, despite out best efforts, been "normalized", and
quantity has overtaken quality as a measure of progress
and success.
?
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?
- There is no expectation or desire that we return
to the "Terry and the Pirates" atmosphere of the
1950's, but there is a strong undercurrent that
suggests that the cool, impersonal management style
which is perceived as dominating the Agency of the
1980's does not meet the needs of the organization's
most vital resource - its personnel.
STAT
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STAT
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CIA ORGANIZATIONAL PURPOSE
I. GOALS:
1. Provide the nation's leadership with the best
possible intelligence :product and analysis.
2. Conduct our business and protect our product in
an atmosphere of safety and security.
3. Regain a standing in the world community of respect;
trust and confidence.
II. OBJECTIVES:
1. Employ and associate with personnel of impeccable
integrity, motivation, loyalty and dedication to the
organization.
2. Work in an atmosphere of family unity and sense of
identification to the organization.
3. Conduct business in a positive sense that implies
"nothing is impossible, we can do it, we will do it."
4. Eliminate all non-critical impediments to efficiency
and accomplishment such as reviews, memos for the
record, etc.
5. Foster and encourage independent thought, initiative
and action regardless of tradition.
?
6. Recruit, hire and go all out to retain the best and
the brightest personnel.
7. Cherish and nurture the young of the organization,
respect them and their ways of doing business so long
as they contribute to the accomplishment of our goal
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IV. STANDARDS:
1. World-wide recognition of the pre-eminence of the Agency
in all of its endeavors.
2. An acknowledgement by each employee that his or her
efforts represent their best toward the accomplishment
of each and every task.
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STATEMENT OF AGENCY GOALS
I. Overall Goals:
To strive toward being the "Best" Intelligence Service in the world in
all respects: in our People, Products, Working Environment, Management
Processes and in the way we communicate inside and outside "the
Organization".
II. Specific Goals: (to accomplish Overall Goal)
A. People:
o Acquire the Best and the Brightest.
o Provide them with the tools and career enhancements to excel.
Encourage innovation and change in the way we do things and in
the organization; not for its own sake but for growth and
improvement.
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o Reward appropriately
o Re-focus attention in the para-professional career path to
present more challenging opportunities to our "clericals", while
relieving our "professionals" of their less important functions.
o Foster the very "highest" standards of Federal Service
throughout the Organization.
B. Work environment(s):
o To encourage and continually provide work environment(s) which
sustain maximum efficiency and productivity while providing
respect for privacy and individual growth in the Organization.
C. Products:
o To strive for excellence in all the many products generated by
our Agency.
o Ensure the timely dissemination of these products to our many
and varied customers.
o Provide "feedback" to originators of our products so that those.
involved learn its utility and by this process itself, encourage
and foster continued quality enhancement.
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D. Communication Channels:
o To encourage the free flow of ideas between and among the vari-
ous elements of the Agency, the Community, and our customers
throughout the various government departmental offices.
o Top management call for the exchange (under obvious Security
guidelines) of fresh ideas with all levels of govenment,
industry and academia: through sabbaticals, exchange programs,
etc.
o The continuation and refinement of exceirises like this one, on a
semi-annual basis, within each Division and Branch to
continually reassess our components goals and objectives. The
difference is to have these goals evolve from the rank and file
employee.
E. Technically Superior Equipment:
o To develop and program the latest automation technology against
our office equipment needs; so that we have the best, the latest
and the most technically superior equipment to accomplish our
mission.
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o To be the "best" will cost. The "cost" will be in providing the
most advanced, and efficient. equipment for our personnel -- to
capture the imagination of our people and translate this into
results and actions.
III. Achievement Criteria:
o Performance of the highest quality
o Emphasis on leadership and the recognition that we are the "best
intelligence service" in the world.
o Ethics and integrity of the highest order.
o Top down encouragement in the development of outstanding skills,
confidence and personal resources in our people.
o Actual utilization of the most effective technologies.
o Flexibility and tenacity to meet tough and sudden changes.
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CIA ORGANIZATIONAL'PURPOSE
The goal of CIA is to provide accurate, comprehensive
and usable foreign intelligence to the United States Govern-
ment. As employees, our goals should be to:
Serve the President of the United States as
best we can.
? Serve the U. S. Congress and Federal agencies
.as best'wecan.
? Serve the people of the United States as best
we Can.
? Serve the Agency as best we can.
? Serve each other as best we can.
? Recruit quality personnel and maintain the highest
selection criteria, both in qualifications and
personnel security.
? Provide the best possible training throughout the
employee's career.
? Demand accountability
-- reward
-- take administrative action on failures
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? Promote from within the organization and keep
politics out.
? Demand organizational discipline.
? Maintain high ethical standards and follow
the letter of the law.
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To become the best intelligence organization in the world
by constantly striving to improve our product and reputation.
Once preeminence is achieved we must continually test and
evaluate ourselves to insure that the recognition for excellence
endures and is deserved.
Commitment to the achievement of our goal must permeate the
organization at all levels with emphasis on personal integrity
as both a condition for employment with our organization and a
standard to be met at all times.
To instill in the users of intelligence an unequivocal belief
in the quality and reliability of our product.
Create and foster an environment, both physical and philoso-
phical, that is conducive to the production of timely intelligence
of the highest quality.
Delegate responsibility, authority and decision making to the
lowest level possible and encourage the most knowledgeable junior
level expert to conduct business with the highest level recipient.
Encourage and stimulate innovative and progressive ideas
throughout the organization by recognizing exceptionally skilled
persons and raising them to higher levels of responsibility.
Increase the spirit of uniqueness and pride among organizational
personnel by striving to retrieve the feeling of elitism that-was
previously shared by most employees of this organization.
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Recognize people as a special resource and inculcate within
the employee population a sense of personal discipline to the
adherence of the highest principles of intelligence collection,
production and support.
The success of our efforts will be measured by our leaders in
government, our foreign allies.and associates and our countrymen.
Our performance must be perceived by all, even our detractors, as
exemplary in every respect if we are to achieve our goal. The
contributions of every employee are essential, with regard to their
work, as well as their personal conduct, because both reflect on
the reputation of our organization. Integrity of the highest order
should always be our standard and if we achieve and maintain that
standard we will accomplish our goal and be the best intelligence
service in the world.
OFFICERS' NAMES
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? CIA ORGANIZATIONAL PURPOSE
I. GOALS:
Contribute to the national security by:
?Providing complete accurate and timely intelligence.
?Providing sound recommendations for special programs
designed to enhance the national security.
?Carrying out directed special programs by the most
effective but least intrusive means possible.
?Ensuring that intelligence collection activities and
special programs are case effective.
?
Ii. -- 1,*' //VG /,P1 C -5
Measure results by the accuracy, timeliness, relevance and
cost effectiveness of the intelligence and special programs
provided.
Lead the Intelligence Community by example.
Remember that our goal is to enhance the security of the
great democracy and that rights of individuals are a cornerstone
of that democracy.
Assure that all of our diverse elements work together harmon-
iously and efficiently toward the common goals.
Make the best possible use of our most important resource,
our personnel, by selecting them carefully, training them well,
encouraging their initiative and rewarding them appropriately.
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IV. STANDARDS:
We must always strive to be the best intelligence service
in the world.
We must employ the most capable people available,help them
to do their best, give them challenging things to do and recognize
their accomplishments.
We must maintain unquestionable integrity and not abuse
our necessary authority to hide almost everything we do.
We must remain ever flexible and responsible to the changing
situations.
OFFICER'S NAME
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CIA ORGANIZATIONAL PURPOSE
I. GOALS:
Provide for the national security by producing in a-
timely and effective manner intelligence which will be of
practical and strategic importance and utility for both im-
mediate and long range purposes.
Maintain a strong, enlightened system of incentives,
recognition, and rewards which will impel employees to con-
sistently work at spirited levels of peak performance and
effectiveness.
Maintain a dynamic system of personnel acquisition which
will enable the Agency to acquire the talents and services of
the best and brightest employee candidates - people who will
have the ability to develop into profiles in excellence in the
service of the Agency.
Ii. Ne / Pz J
Excellence in everything we do.
The needs and wants of intelligence users are our
rationale for being.
Good people are our most important asset.
Communications is a two-way street.
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IV. STANDARDS:
As the mission of this Agency does not lend itself to
observation by the people of the United States whom we are
sworn to serve, it is our obligation to monitor our own con-
duct and.adhere to a higher standard than other government
employees. Therefore, we must conduct every Agency activity
as if we were in front of a mirror for it is difficult to fool
yourself.
We must resolve to admit our mistakes but not repeat them.
We must carry out a continuous and totally honest examina-
tion of this Agency's strengths and weaknesses so that we may
allocate our limited resources where they are needed most.
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IV. COMPONENT
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? CIA ORGANIZATIONAL PURPOSE
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I. GOALS:
Seeking, achieving and utilizing the most advanced
methods and techniques of collection and operation for
application within the Agency and Intelligence Community.
* Never failing in the continued utilization and
application of tried and true, common sense methods.
* Maintenance of high ethical standards to govern the
planning, implementation and operation of the Agency and the
Intelligence Community.
II. PRINCIPLES:
* Aquisition of highly qualified and skilled personnel to
be further trained in the specific application of set goals.
* Full application of these personnel to achieve in a
timely, efficient and productive manner the accomplishment of the
set goals.
* Reasoned and studied utilization of a assets, funds and
tools to get the job done.
III. STANDARDS:
* Realization at all levels that the personnel of the
organization in its most valuable commodity.
* Reasoned application of these personnel to achieve the
most for both the individual and the organization.
* Avoidance of inefficient, wasteful, counterproductive and
outmoded .programs, plans, projects and activities.
IV. COMPONENT:
OFFICER'S NAME
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9 February 1984
MEMORANDUM FOR: Director of Security
Chief, Security Analysis Group
SUBJECT: Goals, Objectives and Standards
for the Central Intelligence Agency
Reference is made to your memorandum of 31 January 1984
establishing the foundation for the preparation by certain
Office of Security units for suggestions for a paper addressing
the goals, objectives and standards of the Central Intelligence
? Agency. Attached is the submission of the Security Analysis
Group.
Attachment:
As stated
cc: Deputy Director of Security
WARNING NOTICE
INTELLIGENCE SOURCES
AND METHODS INVOLVED
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tyti~d i,t 'C~tJ d ati i
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? Collect optimum information relevant to the national security
interests of the United States.
? Produce optimum finished intelligence and communicate that
information to policy makers concurrent with their need.
? Provide optimum support to authorized activities designed to
protect or promote United States national security.
? Produce timely, comprehensive and accurate reports pertinent
to consumer needs.
Improve our predictive capability.
? Enhance our humint and technical collection efforts, particularly
in the area of counterterrorism.
? Foster in our employees pride in their work and a unity of
purpose.
Improve the quality of our employees through challenge, delegation
of responsibility, training and sincere regard for their welfare.
? Rigidly protect Agency sources, methods, operations, and
information.
? Foster better relationships and coordination between the Agency
and other government departments.
? Encourage management flexibility to best accomplish the task at
hand.
is
? Federal law, executive order authority, other statutory controls,
and our code of conduct will govern our daily activities.
? We will incorporate the highest standards of honesty, morality
and integrity in the performance of our duties.
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We will champion a commitment to excellence at all levels
of the Agency. Inferior performance will not be tolerated.
? New ideas to improve efficiency and enhance job satisfaction
will be sought and rewarded.
We will foster a work atmosphere which allows for innovation
and recognizes we can learn from mistakes.
COMPONENT
OFFICER'S NAME
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8 February 1984
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MEMORANDUM FOR: Director of Security
SUBJECT: DCI Draft Statement on Goals,
Principles and Standards for CIA
1. In order to judge the DCI's draft statement of goals,
principles and standards, it is necessary to know what purpose
it is to serve. It seems to me that such a statement should
not only be a public relations primer but also a document that
focuses the would-be applicant on what kind of atmosphere he
can expect to find himself in when employed here, serves as a
reminder to the employee of the high quality of purpose that
should characterize his efforts, and sets a benchmark by which
managers can be held accountable throughout the organization.
2. If such be the purpose, then I would propose a longer,
more detailed booklet-type document that covers in greater
depth all the points mentioned in the DCI's draft, and several
others. I note, for example, that no mention is made of the
active role of the Agency, the covert action, paramilitary-type
endeavor. If we limit ourselves to the "overt" passive role of
intelligence gatherer, we start out on an incomplete, almost
fraudulent note that undermines what must be the absolutely
central theme of any focus on this organization, viz the
integrity and trustworthiness of its people.
3. More than any other organization, the quality of our
people and the perception of their quality in the minds of
others are crucial to the success of this organization. We
must be trustworthy or only a fool would deal with us.' The
information we gather must be properly handled and must be
accurate. Therefore, we must, throughout, stress integrity.
We want hard-working case officers but we do not desire a
managerially driven "recruit-or-rot" pressure system that leads
a case officer to fabricate or embellish. Objectives are
important but in this organization we cannot impose a case load
that induces a security investigator to rush through his
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interviews or, worse, invent "informants" who were never even
interviewed. Management must be inspirational and, yet,
watchful. An analyst must be given every opportunity to
advocate his views within the system but he must be able to
accept anonymity and forego the glory of public discussion of
his endeavors.
4. We must foster an ambience that not only preserves but
hones and develops the high sense of purpose, the unquestioned
integrity and the demonstrated trustworthiness that we consider
to be prerequisite characteristics of every new employee.
5. In the Measure of Results section, I believe - and
perhaps this is my central theme - we should note that we must
march to the beat of a drummer over and above the tune hummed
by our satisfied customers. We must be right, we must bear
truth, not necessarily what they want to Fear. We must
recognize that our reputation can be preserved only by thorough
acquisition, accurate analysis and inspired prophesy. We are
an instrument of our customers only in the sense that we
respond to tasking, we focus on targets when directed and we
analyze upon request but we do not necessarily provide the news
they want to hear. As an organization we must exude
integrity. Our managers must embody it and demand it of their
subordinates. Because it is so central to us, I would like to
? see an expanded theme on integrity and what it means to us.
There are many deprivations placed on us as employees of this
Agency. Cover is an example. Our people must understand,
support and obey the rules. They must be led by people who can
instill in them a need to carry on this tradition.
6. In portraying this Agency and what it stands for,
brevity, I believe, is not necessarily a virtue. If we are to
enumerate what we stand for, our statement should be
inspirational. It should be a magnet for those who would join
us, a light for those who might stray or lose their focus and a
goal that is both attainable and inexhaustible.
7. Returning, if I may, to the theme of covert action, let
me touch upon an issue that is of concern to many. I refer to
the crucial question of what is the long-range policy of the
United States vis-a-vis the Soviet Union and, specifically,
communism. There is no doubt that, in reviewing the world
situation in 1984 as compared to that in, say, 1954, one can
see that the USSR is relentlessly progressing in its efforts to
carry out Khruschev's promise to bury us. Yet, as a nation, we
seem committed to passivity, to peace at any price, at least in
large areas of the world that we have ceded in perpetuity to
communist totalitarianism. We seem to shun any destabilization.
efforts. We really don't want Lech Walesa to stir up things in
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Poland. We had no positive response to the Hungarian or
Czechoslovakian uprisings. If we had a tangible national
commitment to bring about the destruction of communism, at
least to undermine it, to portray'its weaknesses and failures,
then there is no doubt that the CIA would be the principal
weapon in the government's arsenal to achieve such a goal. To
the extent that there is any such goal, a statement on the
Agency in terms of the present exercise should not be wanting
in reference to it. If the present Administration ignores the
need, we are not likely ever to stand up and be counted on this
matter. The dilemma, of course, is that any statement on the
Agency's goals, principles and standards must be of enduring
validity and not subject to change according to the political
barometer. I do think, however, that a statement is in order
along the lines that the CIA serves at the President's
direction to deter and neutralize the efforts of the communists
to extend their yoke over the free world and to continue to
enslave millions under their false banner.
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GOALS:
To assure that the President of the United States, others
charged with responsibility for the defense and maintenance of
national security, and the American people are provided with
complete and timely intelligence and analysis of the highest
quality, thus guaranteeing the continued well-being of all the
citizens and resources of this nation. To further hold the
respect of all nations as the most competent and professional
intelligence organization both from the standpoint of
collection and production.
OBJECTIVES:
? To be accepted, on the basis of proven leadership,
example and published product, as the leader of the
Intelligence Community in both the positive and
counter-intelligence fields.
To be sought out for advice and guidance by the President
? of the United States and other policy makers of the Government,
based on recognized excellence in all disciplines of the
intelligence field.
To develop systems available for collection, analysis and
production of intelligence to the highest degree possible to
make our product the best in the world.
To develop our personnel to reach those heights they
might not think possible, through an enlightened management
which fosters creativity, risk-taking and innovation. To
ensure that development of personnel is sensibly achieved by
appropriate training, assignments and good management
planning. To provide a program of rewards fully commensurate
with the employees' effort, dedication and contribution.
?
? To provide outstanding leadership through demands on its
executive corps to be positive and enlightened in style,
generating enthusiasm and dynamism among their employees and
holding that group accountable for shortfalls in meeting this
most rigorous demand for a continually vital Agency.
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STANDARDS:
? The CIA has prided itself on not being a normal
bureaucratic governmental body. To ensure that we continue to
fit that mold we strive to:
Deliver performance of the highest quality. Make such
personal sacrifices as necessary to provide the necessary
quantity.
? Demand a maximum standard of ethics, honor, service and
partriotism.
? Recognize that management is a two-way street placing
equal or greater demands upon managers as on their employees.
? Reward the outstanding employee in keeping with his or
her contribution. Be attentive to the special needs for
development of all employees.
Encourage the introduction of new ideas, taking reasoned
risks of failure in order to exceed past methods and standards.
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I. GOALS
? Enhance and sustain a work environment that will
attract, inspire and retain those personnel required
to consistently produce a high quality intelligence
product.
? Make creative, productive, even provocative
thinking and action a recognized virtue from the
bottom to the top of the Agency.
? Produce a product that will justify the confidence
required to ensure the flow of resources required to
do the job.
? To carry out assigned tasks in a manner that
requires no apology.
II. OBJECTIVES
? Strengthen our long term infrastructure to
withstand pressures in order that our organization
will always have the capability to provide the best
and broadest service to the President and the people.
? Develop long range programs designed to serve the
country's future needs even if they are not
immediately productive, be bold, reach.
? Invest in instruments, techniques and people that
produce an Agency which reflects the world.
? Find a way to overcome our cultural bias as an
organization. Accept the fact that today America is
not universally feared, loved or honored. Try to
change all three.
III. STANDARDS
? Every employee must believe that we are the best;
we must remain the best and to do so he or she must
give the max, believe in our profession as a career
and way of life not just a job.
? We must overcome, outgrow, fling off "cannot do"
baggage and always, always find a way to do the job
better and sooner. Accept, encourage change.
? Recruit and reward excellence, educate ignorance,
and purge the ill suited.
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C6NFiDENTIAI,
0 6 FEB 1984
MEMORANDUM FOR: Director of Security
SUBJECT: Response to Your Request for a Better
Statement of Goals, Principles and
Standards for the CIA
1. onsiders the
Director s "Statement of Goals, Principles and Standards
for CIA" to be excellent. We understand management's
continued desire for a better statement, but respectfully,
it is our opinion that this Agency has enough statements
and slogans about our goals, principles and standards.
? 2. On the other hand, in recent years we feel the
Agency has been less than excellent in our bias for action.
We now have more people who can say "no" than people who can
say "yes." One almost never hears "I can do it," "I'll find
a way," or "I've got a better idea." In short, the bureaucracy
is rapidly becoming as formidable as the opposition. Respect-
fully, we feel this is a people problem - not a word problem -
and neither the Director's statement nor the IBM, Hewlett-
Packard, or whatever statement is likely to change the action
orientation of the majority of today's CIA employees, especially
managers.
3. Of course, we feel CIA is already the best of
intelligence organizations, but before we move closer to
excellence there must be more reward for action and more
penalty for inaction. Supervisors must clearly accept the
initiative in relating to subordinates and top management
must provide the driving force for action.
OR kr;E. HO!)S Ii11L'Oi.V_7
INN LLIGE CE C! C~S C FIDENTIAI
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CONFIDENTIAL
4. We applaud the Director's initiative in our Agency's
search for excellence. Our immediate concern, however, is
that this bold move will succumb to the bureaucracy of step
one. As Messrs. Peters and Waterman would say, "Let's get on
with it."
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CONFIDENTIAL
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I. Goals and Objectives of CIA
The National Security Council (NSC) was established in 1947
to advise the President on matters of national security. The
CIA was created at the same time to provide coordinated
intelligence to the NSC and perform duties related to
intelligence affecting the national security.
The American people in 1947 regarded national security as
having to do almost exclusively with protection from Japanese,
Germans, and Soviet militarists. Now, thirty-seven years
later, most American people no longer seriously fear that they
are going to be invaded by a foreign army or incinerated by
H-bombs. What really concerns them is national economic
security: i.e., their jobs and economic welfare.
So an objective of the CIA should be to provide coordinated
economic intelligence to the NSC and perform economic
intelligence duties which would ensure that Americans become
? competitive again in the world marketplace, that more of our
industrial and farm goods sell abroad, that our high-tech
secrets not be lost to adversaries, that our balance of
payments becomes favorable, and that unemployment due to
foreign competition is much reduced. Considerably less
emphasis should be placed on Soviet and PRC targets.
The CIA should become more involved in covert action
against international terrorism and any country or group which
aids and abets terrorism. More HUMINT sources should be sought.
II. Beliefs and Principles
Like the FBI, the-CIA should be insulated from partisan
politics. Its Director should not be a political appointee but
should be selected from the Intelligence Community. Its
finished intelligence analyses must be objective and reflect
the facts, not current Administration wishful thinking.
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? CIA ORGANIZATIONAL PURPOSE
I. GOALS: We agree in general with the DCI's statement of Goals, Principles
and Standardor CIA. Under Management, we would add ". . . freedom of action in
attaining well-defined realistic objectives . . ." Under Measure of Results, page
2, line 5, we would ad "...utilizing technology and resources in a secure manner
to collect ..." We would add the following goals:
1. Seek and maintain an atmosphere of independence from unwarranted
outside political influence, whim, or bureaucratic blockade; where
our product can be factual, unbiased and marked by professional
excellence.
2. To create a working environment which will both inspire and allow
our people to perform: at their peak, and instill in them a pride of
performance.
II. OBJECTIVES
1. Develop broader orientation and wider comprehension of the Agency
as a whole, especially among younger employees, so that they will want
to stay and participate in a common purpose.
2. Promote a management style where supervisors roll up their sleeves
and work with rather than above their-people in a team concept, and
select managers who can accomplish this objective.
3. Appoint managers who have the willingness to act, give them the
authority to do so, and make them accountable for those actions.
4. Develop the use of temporary cross-section task forces with
singular purposes, emphasizing a lot of results in a short time,
with little need for extensive documentation.
5. Develop and promote a code of conduct and ethics which will
focus on positive values; i.e., tell people what they can and
should do.
6. Increase emphasis on individual recognition and reward to all
employees at every level who do a good job.
7. Follow up on this exercise so that the time and effort invested
will produce positive dividends.
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? 15:, STANDARDS:
We would add to those already set forth:
A cadre of people who believe in and like what they do because
it is productive, personally rewarding, and means something to
someone else.
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IV. COMPONENT
STAT
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STATEMENT OF PURPOSE
We are members of the Central Intelligence Agency, the finest
intelligence service in the world, and our purpose is to provide
our government with an intelligence product that is both timely
and accurate. There is no more important task as the survivibility
of our nation may rest with our efforts.
STATEMENT OF GOALS
We recognize the needs of our customer are paramount and from
this goal we shall never lose sight. We realize our product must be
of the highest quality and in our pursuit of this product we must
follow the laws of the land we seek to protect. We recognize the quest
for excellence in our product must be a constant process that is not
? clouded by temporary successes or failures. We pride ourselves in our
ability to act and regard obstacles as challenges to overcome.
STATEMENT OF STANDARDS
We realize the collection and production of our product is
unique and requires creative and flexible approaches. We recognize
the creativity of our organization is based on our individual
members, and the nurturing of this individual potential is our
collective responsibility. The temporal implications of our ever
changing world and the resulting constancy in the need for our
product, demand a flexibility in our individual and institutional
approaches. We must never fear creativity for it is the force that
. builds our ships, and we must never discourage flexibility for it is
the rudder that steers our course.
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STAT
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CIA ORGANIZATIONAL PURPOSE
I. GOALS AND OBJECTIVES: We agree with Mr. Casey's
statements pertaining to these areas contained in his
"Statement of Goals, Principles, and Standards for CIA."
II. STANDARDS: In keeping with Mr. Casey's aims, we believe
his statement should focus more on its people and management.
The common thread which is evident in his entire statement is
that the people are the Agency's most valuable resource and, as
such, the overall objectives of the Agency should be to
cultivate this.resource to reap the profits of creativity,
loyalty, industriousness, and dedication. As Mr. Casey notes,
the strength of the organization is dependent on the quality of
its people and its future is related to the opportunity it
affords for their professional and personal growth. The Agency
has always prided itself on being the best intelligence service
in the world. This is due to its people. Today and in the
future, when customer demands will be greater than ever and the
Agency will have to rely more and more on its people to meet
new challenges, it must allow them the freedom to make
decisions and expect support from their managers. An
environment, can be created in which the employees experience
esprit de corps because managers concern themselves with the
proper development of their people and give them ample
opportunity to broaden their capabilities. These relationships
are beneficial because the employees have faith in the motives
and integrity of their supervisors contributing to the
continued success of the Agency's mission.
STAT
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`.i'1 If IVLI N I I/ -%L
7 FF ^ 1gR4d
MEMORANDUM FOR: Director of Security
FROM: Information Systems Security Group
SUBJECT: Goals, Principles, and Standards for the CIA
I. GOALS:
The CIA should provide, in the most professional, accurate,
apolitical, and expeditious manner possible, for the collection,
analysis, production, and dissemination of intelligence to the
President, the Intelligence Community, and Congress.
The Agency should take the lead in developing technolo-
gies which will enhance the intelligence process, and ensure
the security of both clandestine and overt operations and the
intelligence product.
The CIA should increase dialog with federal agencies, the
private sector, and friendly foreign governments regarding issues
of security', technology, and other areas of common interest.
The conduct of business by the CIA must.always carry with
it the highest moral standards of the American people. We must
accomplish our goals without reducing ourselves to the level of
our enemies.
II. OBJECTIVES:
The CIA must experience the rebirth of security. A more
dedicated commitment must be made from the highest levels to
create and maintain the highest physical, technical, and
personal standards, and further, to enforce all regulations
uniformly. The security of our operations, our people, and our
product must not be compromised.
We must regain and maintain our place of honor with both
the American people and our allies.
The Agency should reinstate the feeling of camaraderie,
esprit de corps, and a sense of family within the Agency.
18 WARNING NOTICE
O#T1~lETHODl CIN~ERS
CO.NHHDENTlAL
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LUINN dNILAL
III. STANDARDS:
Always strive for excellence.
Recruit individuals who place patriotism, integrity,
dedication, and self-sacrifice above personal and
monetary gains.
Remember the "human touches." The Agency must care about
its people, their needs, and their weaknesses. Personal
issues must be dealt with in a fair and compassionate
manner.
Encourage and reward new ideas.
Always maintain the highest standards.
Establish additional incentives to better compete for and
retain the best people. Compensate employees for the
unique situations under which they frequently must
operate.
Reestablish a means for employees to compare ideas, make
recommendations directly to management, and to establish
and maintain meaningful communications.
is Nurture the risk taker. Allow for occasional failure.
IV. This document was drafted by the below-named officers and
was reviewed and concurred in by all Headquarters-based members
of ISSG.
OFFICER'S NAMES
COMPONENT
CON 1DENi A
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A. To excel over all similar organizations in the world
in the collection, interpretation and dissemination of
intelligence information.
B. To provide intelligence support to a broad range of
customers consistent with the necessity of safeguarding
intelligence information and processes until their full utility
has been realized.
C. To instill, through performance, an attitude of
trust, confidence and integrity in the Agency, its people and
its product with consumers, liaison organizations and,
consistent with good security, with the general public.
A. To hire only the highest caliber personnel to
perform Agency tasks.
B. To provide the very best and latest equipment
available to enable Agency personnel to fulfill the tasks
required of them.
C. To encourage experienced, skilled employees to stay
with the Agency by opening the higher pay categories to
non-management employees and to retain a generous retirement
program for qualified employees.
D. To enhance the esprit de corps by internal rewards
and recognition of excellence in achievement, endeavor and
innovation. When within the bounds of good security,
internally publicize Agency intelligence successes.
A. Strive for the achievement of excellence in all
B. Demand ethics and integrity of the highest order.
C. Emphasize innovation, creativity and imagination to
accomplish quality rather than quantity of products.
D. Seek for and encourage the application of new
technologies as they emerge.
E. Take pride in being a member of the best
intelligence organization in the world and strive to justify
the pride.
STAT
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I. GOALS:
A. The D/CIA by charter heads the entire U.S. Govern-
ment's Intelligence Agencies and, therefore, sets-the standards
for collection and interpretation of all intelligence information.
B. The manpower and equipment required to set the
intelligence gathering and interpretation standards should be of
the very highest level possible.
A. To institute programs that will derive the intelli-
gence information required.
B. To obtain the personnel needed to derive the intelli-
gence information required.
III. STANDARDS:
A. The programs and personnel associated with the CIA
intelligence gathering programs and the protection of those pro-
grams should be of the highest quality obtainable.
B. To obtain the highest quality personnel will require
very competitive salary benefit and career programs not normally
found in the U.S. Government.
STAT
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CIA ORGANIZATIONAL PURPOSE
GOALS:
o To assure that we are the true coordinator for all elements
of the Nation's foreign intelligence process and can thereby
guarantee the quality of the intelligence product.
o To prove to the American public the value of the foreign
intelligence effort.
o To assure that we are doing all that can be done to protect
all elements of the foreign intelligence process from compromise.
OBJECTIVES:
o To prove that we are the leader in the Intelligence
Community through actions that carry through the entire intelligence
process. This means that we show the keenest insight into the
requests for intelligence made by our policymakers so the
information tasking is clear. It means that we are the most
innovative in ALL collection areas. It means that we are the most
innovative, and therefore the most efficient, in processing
information (raw intelligence). Finally, we have the best analytic
capability to produce finished intelligence.
o To emphasize the Agency's counterintelligence role in order
?
to protect national security through protection of the intelligence
process. By leading the IC in this area we stand to preserve both
our present and future capabilities.
o To emphasize to the American public the importance of the
Agency's intelligence product. A strong program to convince the
public of the importance of the Agency's role should feed back to
the Agency's rank and file the need for a strong Agency.
STANDARDS:
o
o
o
Emphasis is placed on creativity.
Emphasis is placed on quality rather that quantity.
Training emphasizes awareness of emerging technologies
in
o
o
order to seek improved methods of doing things.
Our personnel system is geared to accept and retain the
very best personnel.
We are the most efficient government agency.
o
Our employees are the most dedicated government workers.
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CIA ORGANIZATIONAL PURPOSE
I GOALS:
For the Agency to be the U.S. Government standard-bearer
for all missions and functions embodied in its charter.
For the Agency to be perceived as generally serving the
American people and not as a constrained service for the
Executive Office.
For the Agency to be as proud of what it does for its
people as the people are silently proud of their contribution to
the Agency.
II OBJECTIVES:
To share appropriate information and experience with
interest and enthusiasm, never arrogance.
To make goals simply stated and memorable so they may be
directly related to Branch or Staff level projects or activities.
To provide adequate compensation to offset numerous,
Agency-unique benefit "penalities" presently experienced by many
Agency employees, and frequently cited as pivotal concerns by
experienced applicants.
?
III STANDARDS:
Maximize effectiveness by incorporating experience into
basic new hardware features where technology permits.
Clearly define responsibilities and limits of authority,
then include a range of allowable variances to fulfil those
responsibilities.
Develop a process to identify those individuals with low
managerial potential but critically needed skills and
experience. An advancement and award program (dual track) must
be implemented.
STAT
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GOALS:
? The Agency must be the leader in the intelligence field
in the free world
? The Agency must make a stronger effort to safeguard
sensitive or classified information.
OBJECTIVES:
? Obtain high caliber personnel
Develop an esprit-de-corps
? Develop practical career fields and appropriate
compensation
? Develop a better system to safeguard sensitive/classified
info.
STANDARDS:
The CIA is not a normal government agency. The personnel
? are required to perform tasks that are not found in other
agencies; therefore, the awards and benefits should be of a
higher nature than the ones in the other agencies.
In the past Agency personnel at the lower grade levels have
made decisions that are not permitted at the same grade level in
other agencies. This must again be the standard. Innovative
thinking must be the norm.
While "need to know" is necessary, personnel should be
briefed on successful projects or operations. Much pride is
gained from known accomplishments.
WARNING NOTICE
INTELLIGENCE SOURCES
OR METHODS INVOLVED
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A two track system must be developed. Too often personnel
highly skilled in a particular field must move into management to
continue their career. This can be counterproductive - many
times a highly skilled expert is lost and only a marginal manager
is obtained.
Since the Agency cannot compete with private industry in
salaries, yet requires longer hours under adverse conditions (at
times), there must be a system to give the employee some
financial rewards. In short, the Agency retirement system should
not be changed.
An esprit-de-corps develops when junior/mid level personnel
know of the Agency accomplishments, are respected and given
freedom of action, and realize senior management is in back of
them and working for their interests.
Congressional action is needed to safeguard sensitive/
classified information. FOIA should not apply to the Agency.
0
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I. GOALS:
*To be the leader in the Intelligence Community by responding to
the needs of the policy makers with the most accurate and
comprehensive intelligence support
*To instill in our consumers and the American people a new
confidence in the Intelligence community and in the capability of
the organization to collect, analyze, and deliver a quality
intelligence product, in a timely manner and usable format, which
reflects our creativity, dedication and judgment and serves to
ensure the security and prosperity of the United States.
*To maintain a level of integrity and a reputation of trust in
dealing with other governments and countries that reflects the
principals and beliefs of the United States.
*To achieve and maintain an outstanding quality of management
and leadership to assure that we are the Nation's leaders in the
Intelligence Community.
* To provide both the atmosphere and opportunity for employees
? to participate in a dynamic organization.
II. OBJECTIVES:
* To establish the message of excellence, privilege and
satisfaction to be gained from being a part of the agency.
* Management must articulate a set of beliefs, a standard of
excellence, a statement of positive purpose and express views that
are generally perceived as serving the United States and not as a
constrained service for the good of any particular group.
* To gain excellence at the "grass roots" level of the agency by
requiring excellence, understanding, leadership and motivation
generated throughout the organization.
* Rekindle the dedication, spirit and attitude of the agency by
expanding individual goals and instilling a sense of purpose and
confidence in each individual in accomplishing the agency goals.
* Recognize that people are our most important resource, who
deserve fair compensation, opportunity for recognition, financial
growth, and a sense of security in the organization, in the
government and in their future.
9 * To improve the flow of communications both up and down.
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III. STANDARDS:
We seek to accomplish our goals and objective by:
Articulation of standards of excellence.
Providing excellence in management and leadership.
development of skills, confidence and personal resources
defining broad task, establishing deadlines, making
decisions.
encouraging creativity, flexibility and a willingness to
meet tough new challenges.
establishing ethics and integrity of the highest order
recruit, train, utilize and retain the best people available
to meet our mission and goals.
STAT
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To,generate accurate intelligence in a timely,
useful fashion for those customers who have a
"need to know" and will, hopefully, "respect" the
product. The product will inform and enable the
customer to accurately predict or influence the
course of action of others.
? II Objectives:
A. To Recruit and develop people of outstanding
skills, confidence, and professionalism; and
provide rewards and "respect" comensurate with
these special talents.
Subject
Proposed Statement of Goals, Objectives, and
Standards for CIA
25X1
B. To make use of the most effective technologies
available and constantly search for new more
effective technologies.
C. To effectively encourage and use new ideas.
D. To make effective use of the "institutional
memory" of our experienced people , but not to
the exclusion of.new ideas.
III Standards: (Essentially as stated in the DCI's Draft)
We seek to exemplify in everything we do:
Performance of the highest quality;
Ethics and integrity of the highest order;.
Capability and flexibility to meet changing' needs;
Leadership and recognition as the best
intelligence service in the world;
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of tnese exemplary stanoaras.
IV Beliefs:
The product we produce is the best available!
The product can, with additional effort and resources,
generally be improved.
Our talented people are the SOLE source of our
strength and they should be "pampered" as needed
and "protected" as much as practical.
V Component
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SECRET
DIRECTORATE.
OF
Mmk ATION
ADMINISTR
GOALS, PRINCIPLES AND STANDARDS
FOR THE CIA
SECRET
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14 February 1984
Office of Communications
Statement of Goals, Principles and Standards
for CIA
Purpose - To provide accurate, timely and quality intelli-
gence for policymakers to allow them to make informed decisions.
Serve as a bridge between the various contributors to the intel-
ligence process to ensure that intelligence is reported in a
balanced and accurate fashion regardless of equities.
Organization - Retain the small company nature of CIA to
avoid bureaucratic inertia. Be able to pull together multi-
disciplinary teams informally to support operations, analysis and
dissemination. The organization chart at any point in time is
not important but flexibility and the ability to adapt to intel-
ligence needs and collection opportunities is critical.
Ethics - The special authorities given to the CIA through
the DCI place special responsibilities upon CIA employees for
uncompromising integrity and honesty. Only those who can live up
to these responsibilities will remain and these must be gratified
with internal rewards from being a select few, performing a
special task. The taxpayer should be remembered whenever his/her
money is being spent.
People - Select the best from all of society and help them
to learn and grow. Provide rewards in relation to the extra-
ordinary demands of the profession and attempt to make them whole
from losses incurred by incident of service. Challenge employees
and recognize innovativeness, risk-taking and initiative.
Management - The CIA can only operate effectively if respon-
sibility and accountability is distributed to the lowest possible
level. This is necessary because of the geographic dispersion of
CIA elements, the variety of activities necessary for an intelli-
gence organization to function and the need to respond quickly to
opportunities. Top management should mix leadership liberally
with management and avoid micro-management even at the expense of
occasional mistakes. We should strive to keep our management
system simple and flexible.
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Measure of Results - The CIA can measure results by the
impact of its product upon policy decisions, the ability to meet
customer needs, the demands for more and the esteem in which CIA
is held by consumers and the community.
Standards - CIA standards are higher than those of other
organizations. This is evidenced by our selection process, our
security and personal conduct standards and the way.that we
challenge our people. In many ways, we are similar to private
industry. CIA can set its own standards, expect people to meet
these challenges, reward excellence and weed out those who can't
or won't meet these standards because all serve at the pleasure
of the Chief Executive Officer (the DCI).
?
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OCMLS-M84- 009
10 FEB 798 ,~
MEMORANDUM FOR: Executive Assistant, OC
SUBJECT: CIA Goals and Principles
I suggest that the following modifications to the proposed
Statement of Goals, Principles and Standards for CIA be con-
sidered.
Purpose
"...comprehensive intelligence and operational
support..."
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Organization
Add "The organizational structure of the CIA is
flexible and is adjusted to meet changing requirements
and match changing resources."
Ethics
Add "Each member of the CIA occupies a position
of public trust. We must be mindful that we are
spending taxpayers' dollars on behalf of the tax-
payers. There must not be even the appearance of
impropriety."
People
Add "The nature of our work requires an unusual
dedication and frequent sacrifice that exceeds a
normal employee-employer relationship. This demands
in turn that the organization accept an appropriate
share of its employees' professional and personal
concerns. Our people are individuals and they must
be treated with individual respect and attention.
Management
? Same
STAT
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SUBJECT: CIA Goals and Principles
Measure of Results
Same
Standards
Same
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13 February 1984
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Purpose:
The Agency exists to provide the best intelligence possible to
the nation's policy makers. It is to coordinate the activities of
community intelligence organizations to ensure that the whole is
more reliable, accurate and timely than the individual segments'
estimates.
It further is responsible for actions as directed and approved
by those policy makers, for maintaining the interests of the United
States by means lessening the chances of armed conflict.
Organization:
From the boiler room the ship seems reasonably well organized
for its task. The increasing ubiquity of information processing and
communications indicates a potential need for a fifth directorate to
avoid the evolution of incompatible systems. In the community, too
many new programs develop lives of their own. Their roles should be
spelled out and understood by support elements
etc.).
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Ethics:
The Agency clearly operates within the law of the land. It is
generally agreed that the business requires a special set of
standards which permit misleading, lying, misappropriation in
special circumstances but not against citizens in this country. In
Agee-like cases it is not considered ethical to assassinate but kid-
napping to face justice would be approvable (although legally not
acceptable in this country).
People:
There are many exceedingly capable people in all areas of the
Agency. More effort must be expended to develop their capabilities
and to provide avenues to use those capabilities. Managers should
be provided management training - particularly in motivation and
planning. People who do perform and take risks must reap the reward
of their performance.
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C O N F I D E N T I A L
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Management:
The management at all levels must identify with the Agency
mission rather than focus narrowly on local organization equities.
There must be reward and recognition for meeting challenging goals
at all levels. Management must be an "open" process.
Measure of Results:
The Agency will be known by the reliability and timeliness of
cogent intelligence. Estimates must stand the critical scrutiny of
outsiders and be correct 95% of the time. The 5% error ensures that
risk is being taken in stretching our analytic capabilities.
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C O N F I D E N T I A L
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GOALS, PRINCIPLES AND STANDARDS FOR CIA
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PURPOSE: U.S. policymakers need accurate, timely information
to make sound decisions relevant to our national security. The
CIA collects, processes, produces and disseminates intelligence
in forms that can be used by the policymakers and their
staffs. In'meeting this goal the CIA must have the support of
the American people.
ORGANIZATION: All components need to understand their role in
meeting t e;purpose of the CIA. Relationships between each of
the sub-elements of the Agency must reflect an understanding of
how the Agency produces its products. Chains of command should
not impede working-level interactions needed to produce timely
intelligence. Bringing components back to an enlarged campus
should foster better working relationships.
ETHICS: Behavior of our employees must reflect the values of
our nation and the American people. Leadership in standards of
behavior flows from the top through the organization.
Employees must expect their supervisors and co-workers to meet
this standard. Each employee is expected to meet this standard.
i
PEOPLE: Our people are our most critical resource. We demand
our people to give of themselves. In addition to their
intellectual and physical energies needed for a challenging
career, we. demand special personal "energies".
--Our employees are not permitted to gain fame on the
outside; they cannot become publicly recognized
experts. They must be content not to discuss their
successes with their families, friends, or neighbors.
--For a large number of our employees, the fact they
are proud CIA employees must be kept from others--even
their own children. The medals, awards, accolades
they receive often cannot be shared even in retirement.
In trade for, these demands, we must offer challenging important
work. The fruits of our employees efforts must not be for
naught. The highest leadership must ensure the aggregation of
the labors indeed contributes to the national security. Our
employees must believe they are "players"; they need to
recognize their contribution to some larger, national level
activity.
C O N F I D E N T I A L
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MANAGEMENT: Decisionmaking must be delegated to the lowest
appropriate' authority. Managers/supervisors at all levels need
to trust their subordinates. If not, they need to train or
fire them. All managers/supervisors need to communicate their
individual unit's objectives and priorities in a form the
subordinates can act upon.
MEASURE OF RESULTS: For the CIA, results will be judged
su jectively. Answers to the following set of questions need
to be analyzed and reviewed to determine how well we
performed: For any given event, what was our contribution?
Did it makeia difference in the outcome? Are we happy with our
contribution at its cost--was it worth it? How would we
contribute if given another chance?
STANDARDS: For the employee: Each employee must respect the
special trust invested in him or her by the American people.
Each employee must understand how he or she contributes to the
CIA's mission. In turn, the Agency must recognize and strive
to accommodate the needs of families of those employees who
serve overseas for many years of their careers.
WORK PLACE ATMOSPHERE: The CIA needs a work place where
employees are encouraged to challenge the status quo and
conventional wisdom. A work place encourages innovation by
being receptive to new concepts and ideas. Different types of
people and modes of operation are necessary to keep the
organization dynamic.
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ADMINISTRATIVE - INTERNAL USE ONLY'
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MEMORANDUM FOR: Director of Central Intelligence
SUBJECT: CIA Goals and Principles
CIA is a proven excellent organization - however,there
is now (and reasons have existed for several years)
justification for concern regarding maintaining excellence.
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PURPOSE
1. To protect the United States, through the provision of
ample warning, from surprise armed attack (from terrorist bombing
to nuclear war).
2. To collect, analyze and appropriately disseminate
Foreign Intelligence in support of National interests related to
the full range of U. S. relations with other governments.
ORGANIZATION
Collection - First among equals (DO and DS&T).
Analysis - Focus DI on pragmatic relevancy.
Support - Should be as close to "the customer is always
right" as possible.
The relationship between operating and support elements can
always stand improvement.
Get support closer to customers (i.e., DS&T, DO and DI)
using task forces with autonomy/authority.
? Give support elements the resources to be responsive to
customers - reduce imbalance.
. Don't constrain the customer from performing his own
support where warranted/possible. Scrutinize large centralized
support.
. Strive for flexibility in analysis - develop capability to
shift focus vis-a-vis change.
STAT
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ETHICS
. Our activities are conducted in accordance with the
Constitution and Laws of the United States. Performing our
duties demands integrity and a respect for both the legalities
and ideals of our country. The dilemma is in the moral
imperative to do our utmost to preserve and protect the Nation.
We must develop defensible standards, explain them, seek
endorsement and make the outcome of this process clear to every
member of the Agency.
. Acquire through emphasis on worthiness of our mission,
sense of commitment, dedication to being with the best.
. Provide freedom to work to goals.
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Recognize individual - avoid stereotyping; don't stifle
talent - reward it!
Use DCI's powers (to extent possible) to establish person-
nel systems responsive to the nature of the Agency. Pursue this
course with consistency.
. Factually represent the elite aspects of Agency employ-
MANAGEMENT
. Take responsibility for clear definition of tasks. Stress
responsive action.
. Give individuals freedom to act and take risks, recog-
nizing there will be some failures.
. Be accountable and demand accountability.
. Display confidence in people.
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. Foster participation, talk to people, and express Agency
philosophy.
Devote time to expanding an individual's ability to
contribute.
. Never let a pressure towards mediocrity develop. Don't
make, or let others make, people who do more look foolish -
reward the outstanding employee.
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MEASURE OF RESULTS
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. How well do we ensure there are no Foreign/Military
Relations "surprises".
Feedback from policymakers that our product prepared them
to conduct critical foreign relations, e.g., negotiations,
treaties, etc.
Feedback from military regarding their ability to respond
to changes in our adversaries' strategies, e.g., weapons
development, deployment of forces, etc.
. The above culminates in a judgment of progress toward the
furtherance of U. S. security and advancement in the world. The
judgment is made by the Executive, Congress and the U. S. public.
STANDARDS
The need for the excellence in performance that exists in
the Agency is directly related to the mission (purpose) of the
Agency.
. Don't relax security standards.
. Don't relax employment standards, e.g., medical, behavi-
oral, etc.
. Do reexamine admittance standards to search for a mix of
people who get a job done, e.g., entrepreneurs. For example,
there is a perception that the focus in DI is on acquiring "egg-
heads". Maybe we need more "blue collar" type analysts to
provide a mix of outlooks, approaches, etc. OCR is an
interesting element in this regard.
. Keep pushing technological applications - not only in
collection and analysis, but in support - to intelligence.
. Foster professionalism as an Intelligence organization -
for all Agency members, not just those in collection.
Push for job related training that increases relevant
knowledge and enhances an individual's effectiveness.
. Recognize the difficult and dangerous aspects of Agency
employment and fully support all Agency personnel; particularly
those serving overseas.
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UUNHL)LNIJAL
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OCFN-M84-063
15 February 1984
MEMORANDUM FOR: Director of Communications
SUBJECT: CIA Goals & Principles - What Should They Be? (C)
Purpose - The Agency exists to provide the U.S. Government with
the vital intelligence necessary to conduct foreign policy and
protect national security. The Agency must also have the
capability to take covert action in the interest of furthering
national goals when overt means are inappropriate. (C)
Organization - The Agency organization currently does not have the
total mission orientation that is necessary to have it function as
an effective team. The support elements, for example, are too
disassociated from operational elements to be motivated by the
goals that these latter elements are striving to achieve. The
opposite is also true. The operational elements frequently chose
to ignore good security practices, for example, if they "get in
the way." Budgeting for support services is frequently hampered
because the operational component that requires the support, e.g.
communications, is not budgeting for that service, but rather the
support element is. It's well known that support budgets are a
prime target for the cost cutters even though the support in many
cases is vital to operational success. In short, a better way
should be devised to integrate support and operational elements to
more effectively achieve Agency goals. (C)
Ethics - We should be a highly ethical Agency and our leaders at
all levels must be setting the ethical standards by example.
Having said that, we must also, however, realize the price of
ethics as we deal in the international arena with those who are
not ethical. As a team, with high ethical standards, we must,
therefore, in the interest of national goals, be willing to play
"dirty" if that's what is necessary to meet established,
congressionally approved goals. (C)
People - Our employees are the basis for CIA's future success. We
must recruit the best and brightest without lowering our high
standards for acceptance. Benefits must be commensurate with the
difficulties and restrictions placed upon our people due to
overseas environments, cover, security restrictions and other life
long restrictions. Retirement plans, grade levels, medical
benefits and adequate compensation for risks and hardships must
reflect the Agency's and the Government's commitment to a superior
CIA workforce. Internal recognition and reward systems as well
WARNING NOTICE
INTE! LIGENCE SOURCES
OR METHODS INVOLVED
CONFIDENTIAL
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CONFIDENTIAL
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CONFIDENTIA1
SUBJECT: CIA Goals & Principles - What Should They Be? (C)
as clear availability of training opportunities are needed to
maintain the desired highly motivated workforce. Our personnel
standards, motivation, and individual commitment should be
developed to be second to none. (C)
Management - We must be prepared to delegate responsibility to the
lowest level commensurate with capability. Management must be
willing to assume the risk with delegation in order to obtain the
benefits of a more vibrant office. Responsibility and
accountability need to be clearly identified and acknowledgement
of successful accomplishments must be significant to stimulate
risk taking, commensurate with Agency policy, by individual
employees. (C)
Measure of Results - The Agency should attempt to measure how it
accomplishes its purpose by establishing a formal feedback
procedure which assesses the value and timeliness of our product -
intelligence reporting. This can be done by collateral reporting,
assessing current events against pertinent intelligence estimates,
and by playing humint collection against technical collection
(overhead, sigint and elint). Timeliness should be measured by
assessing the time between when intelligence is collected and when
the intelligence was finally disseminated. When a reportable
event takes place, the time between when the intelligence report
was disseminated and when the event took place should also be
taken into consideration. (C)
Standards - The Agency's goal must continue to be to set the very
highest institutional professional standards to ensure that the
Agency product is the best obtainable. The standard must be to
provide the highest quality and not the highest quantity.
Individual standards must complement the institutional standards
if the highest quality is to be achieved. Many individuals do set
job and mission oriented standards; unfortunately, the job is
sometimes not that assigned and the mission is often the
individual's own career expectations. By some mechanism,
individual standards must be oriented toward the Agency job and
mission to produce the highest quality work. High quality work,
in turn, must result in recognition or reward which meet the
individual job and career expectations. Moral standards are more
difficult to define but, generally, should be as high as necessary
to ensure maintenance of required security. Above all, both
professional and moral standards must be set objectively to
achieve realistic goals, quality of product or level of service.
If these are unrealistic, then the institutional standards will
lack credibility and individual standards cannot be expected to
complement them. (C)
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SECRET
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40
13 February 1984
MEMORANDUM FOR: Executive Assistant, OC
SUBJECT: CIA Goals and Principles (S)
1. Without question, the primary goal of the CIA should be
production of an intelligence product that is highly accurate,
timely, and above all, meets the needs of our various community
customers. We have become increasingly adept at data/information
collection, the volume of which is growing almost exponentially.
This is particularly evident in our technical collection systems
employed in overhead and SIGINT programs. There has not been
however, a corresponding improvement in our ability to arrange,
sort, store, recall, and analyse these collection inputs
properly. (S)
2. The Agency has, in a manner of speaking, lost its sense of
identity. This phenomenon has manifested itself mainly in the
support elements as opposed to the DO clandestine service. Many
employees do not not view themselves as intelligence officers but
as "personnel," "communicator," or "logistician." They do not
readily identify with the Agency's goal of intelligence collection
and production, an essential element critical to the success of
any organization. Many have in fact, forgotten whom they work
for. The operating elements are frequently faced with dynamic and
fast breaking events. It is imperative we streamline our support
elements to meet these situations and untangle ourselves from the
ever increasing bureaucratic restraints, many of which are
self-imposed. (C)
3. I believe that the quality of our employees surpasses
virtually all other government organizations. Most subscribe to a
work ethic that is unique in the federal system. Honesty and
integrity are the principal traits we should seek, and which must
be clearly exemplified by all levels of CIA management.
Recruitment should focus on the aggressive and outgoing
individuals. People who want a "career" rather than just a "job"
should be at the top of our list. They should be risk takers, a
characteristic which appears again and again in the large
corporations. (S)
~11117,~_~.I r~1~i: rr~' nn~5
)2 11r":II~R I}v IOLV )
SECRET
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SUBJECT: CIA Goals and Principles (C)
4. In managing our employees, candor and respect for the
individual's dignity are essential. We must be willing to allow
employees to make mistakes, which is not to be unexpected when
individuals push themselves to the limit, and sometimes beyond.
Risk taking is widely advertised as a desirable trait in the CIA,
yet more often than not, many of our managers seem unwilling to
accept the consequences of such actions. Do your homework, be
decisive, and get the job done. (S)
5. Much of the intelligence product serves little purpose
unless we can contrast it with the moods, perceptions, and
attitudes of world leaders, both political and military.
Additionally, CIA must develop a much more effective ability to
impart information of this nature to our own domestic leaders.
The Beirut Embassy catastrophe was clearly avoidable had our
customers been reading the Agency product on this situation. (S)
6. Our Agency and its employee are unique. We must retain
this feeling of uniqueness and must not permit CIA to develop into
a nine to five bureaucracy. Our product will be a reflection of
the standards set and the types of people employed. Given the
mood of the Administration and the Congress at this point in time,
it would appear iwe have the opportunity to make CIA what it should
be, an opportunity that may not come again for some time. (S)
,SECRET
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LUNLIDEN:DIAL
13 FEB 1984
MEMORANDUM FOR THE RECORD
SUBJECT: CIA Goals , Principles - What Should They Be? (C)
REFERENCE: OC-M84-082, same subject, dtd 30 January 1984
FROM:
Purpose - Provide the highest quality intelligence required
for national security. This intelligence, in
order to be of the highest quality, must comprise
an optimum mix of targetting, timeliness and
intellectual integrity.
Organization - Operating and support elements must, within
constraints of security, work together with
candor, interdisciplinary motivation and mutual
respect. Support elements must see the
implementation and fruition of their efforts.
Ethics - Work unceasingly to maintain and enhance the honor
and overall integrity of the Agency.
Don't exploit security so as to conceal errors or
evade governmental constraints.
Don't use "turf" to conceal error, incompetence
and failure.
Avoid all conflicts of interest.
Never use privileged information for personal
gain, career or otherwise.
People - Guarantee secure employment, adequate
compensation, recognition and a feeling of
accomplishment to all deserving employees.
Strive not only to acquire the best people, but
also to place your own people in positions where
they can be most valuable. This may sometimes
mean giving up your best people to other elements.
WARNING NOTICE
INTELLIGENCE SOURC .?
i I f? OR METHODS IN'/DLYED
Equal opportunity.
CONFIDENTIAL
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cop:j1/:L
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SUBJECT: CIA Goals & Principles - What Should They Be? (C)
Management - Provide an oversight mechanism for all personnel
and technological development. Too often one
observes wasteful duplication of effort; this
frequently results from improper compartmentation
of efforts.
Managers must obtain the respect of all personnel
- in both vertical and lateral lines of command.
Give a clear statement of goals and activities to
all personnel.
Managers must demonstrate ability to look ahead,
foreseeing opportunities and problems.
Consider having employees grade their supervisors;
this procedure is often found in universities
where students are asked to grade their teachers.
Measure Of - Define measurement parameters to be employed
Results at the beginning of each significant project.
Quantify endproducts for each project.
As part of the measurement process, critique each
major project following the completion of
significant phases.
Standards - Obtain the professional respect of all USG
elements and appropriate foreign elements.
Intellectual integrity.
Foresee, meet and surpass "consumer" needs in both
quality and targetting. (C)
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l.V I'If IULN I IIAL
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8 February 1984
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MEMORANDUM FOR: OC Executive Assistant
SUBJECT CIA Goals & Principles - What Should They Be? (C)
REFERENCE OC-M84-082, dated 30 January 1984
1. PURPOSE
The Agency exists within the governmental structure to provide
intelligence information to all facets of the government for
decision making, planning, and maintaining an'alert status of
happenings throughout the world. The Agency should strive to
obtain accurate'intelligence, thoroughly analyze the intelligence,
and provide timely dissemination of'this intelligence information. (U)
2. ORGANIZATION
The relationship between the operational and support elements
of the Agency must be one of total working harmony. We are
organized to accomplish the purposes as described above; however,
the establishment of harmonious relationships between the opera-
tional and support elements of the Agency is an area that should
receive considerable attention. As is true with many businesses,
the support elements are often considered the second class citizens.
This is true even though the operational elements realize they can-
not function without excellent support. There is a large disparity
in the grade structure between operations and support officers which
is the cause of many personnel conflicts (this can best be related
to the General and the Sergeant atmosphere wherein the DDO Officer
is the General and the Sergeant is the Support Officer). We as
middle managers must do all that we can to alleviate this problem
and strive for better support/operations working relationship. (U)
CONFIDENTIAL
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L Uf I UU L.I ^ 1Ha.
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SUBJECT: CIA Goals $ Principles - What Should They Be? (C)
3. ETHICS
There are two areas of discussion for this topic: (1) the
ethical standards that we must establish when dealing with opera-
tives, and (2) the standards that are expected of our employees.
Operational Ethics
Our rules of conduct are often questioned by government
officials and the public who are not familiar with the
intelligence business. Our business is to obtain intelli-
gence, and the methods that we must use to obtain this
information often d
ethical to societ
25X1
It is my belief that in recent 25X1
years the operational ethics of the Agency have been ques-
tioned and restricted to the point where it has hampered
our overall effectiveness.
Employee Ethics,
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Agency employees must be loyal to the Agency and to the
tasks at hand. This loyalty is not something that can be
bought; it must be implanted through indoctrination and
teaching from the time the employee enters on duty. Many
of our'employees have difficulty accepting the operational
ethics that the Agency must operate under and these employees
need to be influenced to accept the operational ethics even
though these methods are not accepted within our society.
These standards can only be inculcated in every member of
the Agency by teaching what we do is right in the worldwide
intelligence community. (U)
4. PEOPLE
People? Each and every person is different and the resultant
effect makes the world go around. The Agency must strive to obtain
the people who are making the world turn faster. Acquiring these
people appears to be a relative easy task; however, retaining them
and utilizing them to the maximum of their abilities is an area
where we are delinquent. One problem is that government salaries
are not competitive with the private sector. Although money is
not a motivator, I feel that we lose many employees'to the private
sector as we cannot compete with the salaries and benefits that
they offer. In order to retain these valuable employees, we must
take steps to ensure that employees are recognized (sometimes just
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%A.o1. /1 JU CJUA/61C v at Yu[ "M-
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SUBJECT: CIA Goals $ Principles - What Should They Be? (C)
a pat on the back will do) for their performance. Oftentimes we
fail to tell an employee that he/she is doing a ,good job other than
the yearly evaluation. Although we as an Agency offer training
courses in supervision and management of employees, these courses
are always filled with waiting lists. We need to offer more train-
ing in the "people" arena so that our managers are able to cope
with the ever-changing cadre of personnel.
People judging and evaluating people is an age-old problem
that possibly'will never be resolved. To quote an old phrase -
"those that brown, hang around." This phrase seems to have a lot
of validity within the Agency as young officers with a brilliant
future are often stymied as they cannot break through the "good
ole boy" network that has been imbedded within the'Agency direct-
orates. The employees who entered on duty during the fifties
and sixties appear to have been able to cope with this problem
much better than the later generations. As a result, we lose many
young officers who will not bend and become,the perpetual "yes"
man*. (U)
5. MANAGEMENT
Management needs to be more receptive to the needs of the
employee. We oftentimes become so engrossed with our purpose
that we forget the people who are helping us achieve our goals.
To describe one management style that would be most effective,
I would have to say Management by Participation. People are
our most important asset and we must protect and caress them to
achieve our purposes. People like to be involved, and we must
allow them to be involved in the decision-making processes. (U)
6. MEASURE OF RESULTS
Communicate! Communicate! Communicate! We must obtain
feedback from our customers as to the quality and quantity of
our product. We must also obtain from our customers the type
and quantity of intelligence they want to receive. We can
produce reams of paper; however, if it is not the product that
the end user desires, we have wasted valuable time and efforts
in obtaining useless intelligence. We must communicate with
our customers to ensure that we are on the right track and
remain on track to support their requirements. (U)
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7. STANDARDS
- Be the best intelligence agency in the world.
- Display professionalism in all aspects of our duties.
- Provide a product of excellence. (U)
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
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Purpose: To provide accurate comprehensive intelligence support
to a broad range of customers, in a timely manner and in a form to
be of greatest utility. No matter what job we have on the nature
of our immediate task, our independent and collective efforts must
be directed toward honoring our obligations to society and the
nation.
Organization: The present relationship between the operating and
support elements while functioning, is rather loosely structured.
Mechanisms exist whereby operational requirements eventually are
satisfied but because of the loose structure the service provided
is not always of the highest quality nor is the priority/necessity
to satisfy the requirement put in its proper perspective. In
essence priorities become diluted thereby making every project
increasingly important with the end result that we tend to pay
equal attention to everything, which in today's environment,
breeds inefficiency. An organizational structure must be
established between the operating and support elements at the
working level whereby requirements on the whole can be reviewed,
prioritized, and implemented in consonance with the reality of the
situation.
Ethics: As stated in the organization framework paper of the
Hewlett Packard Corporation, "ethical conduct cannot be assured by
written policies or codes; it must be an integral part of the
organization, a deeply in-grained tradition that is passed from
one generation of employees to another." To set the stage for
this organization to be the exception rather than the rule, it is
essential that a unique set of cultural attributes be developed
and that proven values and practices be incorporated into the
structure and managed from the top down. In order for us to
believe in being the best and doing the job well, management at
the highest level must believe in the importance of people as
individuals, must believe in providing superior quality and
service and be willing to support some failures. The above
beliefs, if conveyed downward and reinforced will lead to loyalty
and commitment and, an employee will share a mutual feeling of
success.
People: This agency, by its very nature already has a well
established mechanism that ensures that we acquire the best
employees. The present organizational structure must be reviewed
to ensure that we are retaining and using the best employees to
the maximum extent possible. If our purpose, organization and
ethics are clearly defined, then there will exist an inherent
mechanism to ensure that every employee's creative and productive
capacity will be utilized to the fullest extent. Given that
people are our best natural resource, then the organization must
develop an effective personnel fact base that will ensure
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selection of people for specific assignments based on exhibited
characteristics of what that individual does best. The ultimate
goal; being able to avoid forcing an individual into a cage of
lions without sufficient skills to tame the lions.
Management: If clear purposes and objectives for an organization
exist, we should be confident that most people will not only
accept responsibility, but seek responsibility. One of the major
conclusions presented in the book "In Search of Excellence" is
quoted as follows: "Tools didn't substitute for thinking.
Intellect didn't overpower wisdom. Analysis didn't impede
action." Rather these companies worked hard to keep things simple
in a complex world. They insisted on top quality. They listened
to their employees and treated them like adults. They allowed
innovative people long tethers and allowed some chaos in return
for quick action and regular experimentation. Experience has
proven that the above management concepts do work.
Measure of Results: If we develop a clear statement of goals,
principles and standards and publish them, an effective
organizational structure will emerge. With an effective
organizational structure, people adhering to the accepted
management style will provide congress, the President, the DCI,
the news media and the public with the means to assess how well
the organization accomplishes its purpose.
Standards: Individual and institutional standards are set by
beliefs:
Believe in being the best.
Believe in doing the job well.
Believe in the importance of people as individuals.
Believe in superior quality and service.
Believe in innovation - be willing to support failures.
Believe in the importance of informality to enhance
communications.
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10 February 1984
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MEMORANDUM FOR: OC Executive Assistant
SUBJECT CIA Goals & Principles - What Should They Be? (C)
REFERENCE : OC-M84-082, dated 30 January 1984
I. PURPOSE
The purpose or goal of the CIA is to collect, analyze, and
disseminate the most up to date intelligence obtainable by whatever
means other than through destructive means. The intelligence should
be verifiable whenever possible, and when not possible,'the
forwarded report should so indicate. The intelligence reports
forwarded to the ultimate consumer should be timely and appropriately
presented to be meaningful to permit the consumer to believe it is
sufficiently accurate and he/she can make a decision on the basis
of the report. The consumers in the past have been the highest
levels of the US Government. In the future the Agency should
produce reports for the general public on foreign issues such as
foreign exports, economies, farm trends, manufacturing, and other
areas that will not only benefit the USG consumer but the general
public as a whole. It is realized that general public distribution
of such a report could possibly benefit the opposition; however,
having lived through the 70's pillorization of the CIA and the
recurrent theme from uninformed individuals that the sole purpose
of the CIA was to inflict death and destruction upon nations and
individuals has convinced me that the Agency should be actively
conducting the necessary public relations to honestly and
prudently inform the public. (C)
2. ORGANIZATION
The organization structure which presently obtains, from
a limited'generic viewpoint, appears to be functioning smoothly
and could be used to support the previously stated purpose. In
any large organization, people believe that they get lost in
the vastness. Through regular visits to the overseas and remote
domestic locations by senior officers, an excellent esprit d'corp
could be maintained. However, such visits by only senior officers
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leads one to believe that the only information being provided
to the employees at these locations is only that information
which the senior officers (managers) want those employees
to hear. Historically, there has been a lack of trust of
the Senior officers by the "front line" individuals. I
perceive from where I presently sit that there is still some
of that feeling today. In particular, when there are problems,
senior managers attempt to identify and correct the problems
first hand. I would suggest that something on the order of an
ombudsman (not for rectification but early identification of
problems) be implemented to inter-relate with the "front line"
employees. Travel money is often tight; however, prudently
spent travel money to inform and assist individuals by someone
that they trust and believe understands what they think and
feel would, I believe, enhance the morale at all locations and
pay dividends. The present organization tends to keep everyone
within strict organizational lines. Such an ombudsman at the GS-13
or GS-14 level should have the authority to cross those organizational
lines to obtain information and assist employees. (C)
3. ETHICS
The CIA should do nothing less than required and demand the
highest ethics from its employees in their dealings with
associates and contacts. Through the continued employment
screening and senior management example these high ethic stand-
ards can be maintained. '(C)
4. PEOPLE
The rigorous screening of prospective CIA employees should and
must continue. Once the'individuals have been selected, a
continuing training program must be followed. An environment
for growth, in which individuals are allowed to make decisions
(and, yes, make mistakes), will permit all CIA individuals
an opportunity to grow. There are numerous personal improvement
courses offered by OTE; however, it is extremely difficult to
receive that training due to limited resources and the press
of business. During the early years of employment, management
concentrates on productive type training for individual'employees.
As that individual progresses through career excellence, he is
exposed to management'techniques. After a few years in a manage-
ment position the individual has become proficient in utilizing
the management tools previously taught. Middle and Senior
managers have a continuing need to grow, but in particular in the
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areas of interpersonal relationships. Excellent courses are
taught inside and outside the USG that permit individuals to
receive training on the expansion of ideas and personal growth.
This type of training should be expanded.
The assignment of employees into challenging positions is
yet another way to create an environment of'growth. However, the
individuals must be allowed to make decisions in whatever position
he is assigned. Warm body assignments should be a thing of the
past. (C)
5. MANAGEMENT
Management by exception, I have found, is an excellent
management style when you have competent individuals in whom
you put your trust. This style of management permits an
environment for growth for decisive individuals and quickly
identifies those individuals who cannot make decisions. It
also identifies those mature individuals who know when to seek
assistance because, for example, their decision may affect other
components. An organization that never makes a mistake,
never makes decisions. The same could be said of an individual. (U)
6. MEASURE OF RESULTS
The best measure of the satisfactory performance of duty is
determined by questioning: 1. Did the customer receive his
information in sufficient time to make a sound decision?
2. Was sufficient intelligence provided in a timely fashion
to permit a sound, timely decision? 3. Are the taxpayers
and members of Congress convinced that we are judicously
utilizing the allocated funds? (C)
7. STANDARDS
The highest moral and ethical standards should be an impecable
attribute'of each employee and the "corporate" image. (U)
8. OTHER THOUGHTS
It has been the goal of CIA for many years to have a secure
voice instrument on'the desk of every Agency officer. This same
idea should be carried forward with the computer terminal. The
wealth of information available on numerous subjects should be
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quickly and readily available for each individual officer.
Now that the new generation is being employed, middle
managers are encountering different attitudes and goals
which are not necessarily equivalent to those individuals
who are over 40. It should be imperative and incumbent on the
organization to try to better understand the younger employees
attitudes and thinking. By better understanding the employee,
management could better motivate them toward the organizational
goals while understanding and, hopefully, helping them achieve
their personal goals. Management should also be looking at
ways to inform the newer employees about the attitudes'and
thinking of the management'in trying to achieve organizational
goals. It might be appropriate to sponsor small group
seminars to accomplish this task.
The recognition of a job done ("well" purposely omitted)
is a very important part of motiviating employees toward greater
and better things. The activity generated within this area,
in particular within the last year, should be continued and
possibly expanded. (C)
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The Agency must continue to be vigilant and active in its
intelligence mission of preserving the security, democracy and
peace of America as well as other nations whose ideology is
based on democracy.
The Agency must continue its turnaround and buildup from
the lackadasical years and Watergate era through which it so
painstakingly suffered. It must continue to have the strong
fiber and stamina required to accomplish its mission while
being subject to continuous Congressional, media, public and
world observation, scrutiny and criticism. It must have a
constant positive attitude, both morally and ethically, always
totally committed to being number one within the framework of
its charter, never settling for second. It should deal with
situations in a forthright sensitive manner while being
flexible and perceptive enough to change as the situation
demands. It should perform under the theory that nothing is
impossible but may require a little time to succeed. It should
examine and re-examine its methods and intelligence processing
systems to ensure that complacency does not occur and ensure
complete thoroughness in its research and analysis capabilities
as well as accuracy in its reporting.
Resources. both human and technological should be increased
always keeping quality uppermost and not forsaking one for the
other but in a manner that will provide a mix which will
produce a constant top quality product.
It should be tolerant of being questioned and challenged by
todays generation who are more demanding for the rationale of
decisions before implementing them.
The Agency and its people will be a direct reflection of
the appointed leadership of CIA. The leaders will set the tone
for the conduct of business in this Agency and therefore will
be selected and appointed based on demonstrated ability as
managers, exhibiting a high level of professionalism,
unquestionable integrity, strong character and moral
awareness. commitment at any level comes from full respect for
one's superior officers, involvement in the goal-setting and
goal-achievement efforts of one's component and a true sense of
belonging and contributing.
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Caring -There are two elements of caring that must be
practiced. We must care for each other; bossess for
subordinates,, subordinates for bossess; peers for one another,
etc. The humanistic side of caring is very important to an
Agency that does the kind of work we do under the conditions we
do it. Secondly, we need to care about what we do. We need to
care that our product is good, that whatever it is that each of
us do at CIA,; we truly care about our performance. We can
never feel that our individual job, our input, our
recommendation carries no meaning or purpose in the grand
scheme. We need to always care about our actions -- that each
one will have meaning and that it is the best contribution we
can possibly make towards the achievement of the mission of the
Agency
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10FEB154
MEMORANDUM FOR: Executive Officer, OC
FROM:
SUBJECT:
REFERENCE:
CIA Goals and Principles
OC-M84-082, dated 30 January 1984
Per reference request, the following is this Branch's offering
to CIA Goals and Principles:
Develop, and market a product that we believe in and are proud of.
Seek to employ quality personnel, then continually offer them
challenging work assignments.
Reward high-quality achievements.
Help customers define their requirements in a manner which
allows for flexible solutions.
Be innovative! Don't do something one way just because that is
the way it was always done in the past.
Take reasonable risks.
Provide personal attention to the needs and desires of each
employee. Encourage self-improvement and independent study.
Stress reliability and dependability.
Seek the total resources necessary to perform CIA's mission and
functions in a competent, laudable manner.
Foster two-way communications throughout all levels of the
organization.
Standardize on those systems and equipment used in the OC
network so as to increase efficiency, lessen the technical burden,
and lower support costs.
Establish a comprehensive program to develop highly qualified,
skilled mid-level managers.
WARNING NOTICE
INTELLIGENCE SOURCES
OR METHODS INVOLVED
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SUBJECT: CIA Goals and Principles (C)
Ensure an employee's authority is commensurate with his or her
level of job responsibility.
Remove unnecessary stress from the work environment by resisting
situations which create a "Crisis Management" atmosphere.
Ensure problems resulting from PCS travel, or employee
grievances, are adjudicated rapidly, to the satisfaction of all
concerned.
Move aggressively to eliminate discrepancies in benefits or
tlements
114 signmen s ra er t an "Make" them. Offer the
employee a minimum of three possible onward assignments based on
factors such as qualifications, experience, performance, competative
standing, potential, and stated desires.
Maintain a high state of preparedness worldwide to accommodate
contingency situations. Exercise alternate systems and circuitry
frequently..
Accomplish CIA's mission in the most efficient, professional
manner possible.
Do not make commitments which cannot be met.
Always be fair and honest in dealings with customers or other
offices and components. Remember, we are all working toward a
common goal. Consider the ultimate customer - the U.S. public.
CIA is not AN Intelligence Organization; it is THE Intelligence
Organization.
Even one underutilized mind is considered unacceptable.
To not develop each employee's full potential will be viewed as
a management failure.
Each employee must frequently rededicate himself or herself to
the high standards of behavior and ethics to which the CIA has
committed itself since its inception.
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C O N F I D E N T I A L
e ruary 1984
MEMORANDUM FOR: Executive Assistant, Office of Communications
FROM:
SUBJECT:
I. Purpose
CIA Goals $ Principles - What Should They Be?
The Agency's primary purpose for existence is to provide a broad
range of intelligence information that covers government, economic,
agricultural, and other spheres of interest to the policy makers of
the United States. This information must be timely, accurate,
complete, and presented in a form that can be utilized by government
as well as the private sector.
is An educational process should be initiated that will alter the
perception that the Agency is strictly an arm of the government
pursuing the present administration goals instead of goals of the
American general public. It is our belief that the Agency is first
an organization designed to protect individual freedoms by making
available intelligence to policy makers whose decisions benefit all
Americans.
II. Organization
It is no doubt that the organization in place has been
successful in the past and continues to make a significant
contribution. As additional national responsibilities surface, more
automation will be necessary. Organizationally, it will be
essential for the operational elements to be closer allied with
their support components to effectively take advantage of technical
advancements that both groups embrace.
WARNING NOTICE
INTELLIGENCE SOURCES
OR METHODS INVOLVED
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? SUBJECT: CIA Goals and Principles
Finally, the relationship established between the operational and
support elements must be based on mutual respect and a belief that
each is the best in their profession.
The Agency must follow and uphold the laws and values outlined
in the Constitution of the United States. At no time should CIA
personnel consider operations that are outside the laws of its'
charter while dealing in the activities of intelligence collection.
These same ethics should apply equally either when conducting
internal personnel or professional business activities. The proper
ethical conduct
exercised in personal relations will contribute to fostering
teamwork, integrity, dedication, and sensitivity to Agency goals and
standards. CIA employees must be proud of the product it produces
and must also be committed to ideals that contribute to the
betterment of the Agency and our free society.
IV. People
It is believed that the right people will be the most important
ingredient to the Agency's success in the coming years. We believe
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the Agency should recruit new employees based on their patriotic
beliefs as well as their academic capabilities. Additionally,
Engineering and Computer Science people appears to receive the
majority of recruitment attention and they eventually move into most
management positions. It would appear that focus on skills in the
Political Science field should also receive equal attention and
educational assistance provided as necessary.
Communications between management and subordinates must be
improved if we are to instill pride, dedication, and a unity of
purpose in all employees. It is important that feedback to
employees be a part of the normal work process for information or
recognition purposes. Monetary awards are great motivators
especially for employees where headroom is limited. Other
non-monetary recognition must be expanded. We believe the lack of
communications and sufficient recognition has been a major cause of
personnel losses in some offices such as the Office of
Communications.
V. Management
The manager's style in the Agency should reflect concern for the
work environment and a recognition that employees require a sense of
satisfaction and accomplishment in their work. The Agency
supposedly is managed by objectives but in reality it appears to be
? managed by directives. More participation in the management process
is recommended. In short, the Agency needs to adopt a policy and
attitude of power "with" the people rather than power "over" them.
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7 February 1384
MEMORANDUM FOR: Executive Assistant, Office of Communications
FROM
SUBJECT CIA Goals and Principles
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Purpose:
Assist in insuring the integrity, viability and security of
the United States through the timely acquisition, analysis and
reporting of intelligence information to customers; To assist
the President of the United States in his conduct of foreign af-
fairs.
By its nature, the business of the Agency is sensitive and
can not be effectively conducted in the public view.
Organization:
The Agency shall be structured to allow operating components
to provide rapid and appropriate responses to the needs of other
Agency and non agency components. This structure shall allow
components to obtain quickly the necessary people, equipment and
money to accomplish their functions and tasks.
Ethics:
"Our activities are conducted under the Constitution and
laws of the United States. The nature of our work is such that
every member of the Agency must be aware of and sensitive to the
letter and spirit of this legal context, and manifest the highest
degree of integrity in performance and conduct."
People:
Employees of the Agency are the backbone of the organization
and the strength and success of the Agency can only be as great
as the sum strength and success of its employees. The Agency
shall:
Develop agressive, but realistic, recruitment procedures for
prospective employees.
Recruit the best qualified individuals regardless of race,
creed, age or sex.
Promote the development of a professional attitude in all po-
sitions.
Provide compensation commensurate with duties and responsibil-
ities.
Promote individuals from within the organization.
Develop employee skills and knowledge through good management,
training, travel and assignments.
Provide quality work environment for employees at all levels.
STAT
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is Develop and publish high standards for employees at all
levels.
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Management:
Delegate greater responsibility and authority to all manage-
ment levels.
Define clear cut objectives and goals.
Treat all personnel at all levels fairly and as professionals;
Avoid dual standards.
Encourage employee participation in management functions.
Encourage employee initiative, creativity and risk taking; Do
not penalize risk takers for errors.
Provide headroom for all employees to develop and advance.
Clearly define steps necessary for advancement. Allow for mu-
tual planning/involvement in career mobility.
Recognize outstanding employees through advancement and
awards, both monetary and non-monetary.
Be concerned and aware of performance abilities of all person-
nel; Commend and criticize as necessary on a frequent basis.
Provide multiple career paths for all employees to encourage
excellence in all career fields.
Measurement of Results:
Satisfaction of customer needs is the only measure of the
Agency's success. Actively solicit customer feedback and disse-
minate throughout appropriate components; Take timely corrective
action on critical feedback.
Standards:
At this time in history, the United States has a critical
role in maintaining the viability of the Free World. The Agency,
in turn, provides a service to other agencies of the United
States which is key to the success of this role and the standards
for its employees must be of the highest order:
Expect employee performance at all levels to be of the highest
standard and ethics.
Develop employees to their highest potential through appropri-
ate management, training, travel and assignments.
Exploit new and existing technologies to the fullest extent
possible.
STAT
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09 February 1984
The goals and purpose of the organization are to collect and
analyze intelligence for the President and the intelligence
community which could have an effect on the defense of the United
States, and to influence world events and opinion towards this goal
and that of world peace.
The mechanisms of the Organization are structured so all the
operating elements are supporting the goals and purpose of the
Organization. The Organization encourages the type of atmosphere
which fosters a high-level of professional principles and pride.
These values have a direct influence on competition within the
Agency and results in a successful goal-orientated organization.
Agency employees are guided by law and are governed by their
high sense of moral and loyal values.
The people in CIA are recruited and chosen not only for their
high level of professional skills, but for their integrity and
loyalty towards the principles of the Constitution. Individually
they have developed a high sense of dedication, security and
allegiance towards their mission. We should not lower these
standards and should continue to recruit people who deem these
principles to be important.
Due to the difficulties and hardships imposed by many of our
assignments, managers in this Organization are challenged in
providing a job atmosphere which is rewarding and satisfying. The
management of our Organization is progressive and is in step with
the recent and most successful management techniques used in most
U.S. businesses. We encourgage and provide training to increase
people's skills and actively support an upward mobility program.
As hard as we work towards the operational goals of our mission, we
should encourage our managers to work equally hard at the quality
of the management of our people.
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A measure of results is our level of reputation we hold within
the intelligence community for the quality and timeliness of the
product we produce. Another measure is the perception that the
American public, Congress, and the free world have of us regarding
the caliber of our people, the morality of our deeds, and the
trustworthiness of our actions. This is not to say we should
propagandize our deeds; but neither should we attempt to cover up
an illegitimately-sanctioned operation.
Our product should be timely, accurate and of a high quality
that it is considered esoteric to this Organization.
The moral, ethical and patriotic standards of our people should
remain at a high standard. and we should continue to set an example
for others to emulate within the Government.
To take an acceptable risk should be the norm, and we should
encourage our people towards this direction by making it a standard
criterion to be evaluated in the performance and evaluation process.
The polygraph is used to maintain a high security profile and
as a defense against subterfuge. We should continue its use, but
should be a leader in perfecting its reliability and improving the
human aspect of it, particularly regarding the negative effects it
has on the person's psych.
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10 February 1984
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Purpose: The mandate of the Central Intelligence Agency is the
collection of intelligence in support of U.S.Foreign Policy,
preservation of hemispheric integrity and to thwart the spread of
global Marxism and-totalitarianism.
The Central Intelligency Agency should maintain an
operational posture which will ensure continued review and
refinement of current collection policy and methodology. It must
also develop policy to deal effectively with new threats such as
terrorism, funded and encouraged by historical adversaries,
supported by an army of martyrs.
Organization: Foster commonality of goals between operating and
support elements. Information flow between elements is necessary
for success. Heightened coordination, coupled with a clear
understanding of intended outcomes will ensure commonality is
achieved. Policy and procedures should be to guarantee our efforts
are accomplishment oriented; not directed toward maintenance of the
bureaucracy.
Ethics: Although governed and dictated to a large extent by
Congress, Agency moral and ethical values must remain just and
inviolate, despite temptation stemming from remoteness, lack of
public scrutiny, and a temptation to play by the opposition rules.
Managers should counsel personnel in this regard as a matter of
routine. More importantly, managers should set the example.
People: Recruiting should address Agency needs at the outset.
Prospective employees should be screened not only for translatable
skills, but for personal attributes as well. There are systemic
constraints confronting Agency managers today which undermine
effectiveness. A closer look should be taken at an extended, more
rigorous probation period for new employees. Once marginal
employees are entrenched within the system, managerial latitude
vis-a-vis identifying and dealing with shortfalls in employee
performance is severely restricted; to whit--a more active
application of probationary perogatives.
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Management: Management should guarantee that all employees possess
a clear understanding of Agency Missions and Functions and take
steps to inspire employee committment. At the working level,
employees should be clear on what his or her component goals $
objectives are and how they relate to overall Agency Mission and
Functions. Of particular import is a clear perspective by the
employee what his or her respective role is.
Management should address accountability and take a
more active role in its assignment and enforcement.
Measure of Results: We are unique in that, unlike the private
sector, we do not enjoy the pleasure of basking in the limelight of
our success, much less share it with the public. We are an
organization whose only reward for operational success is silence.
Standards: We should approach our career, not in the light of
personal gain or reward, but in terms of dedication. Dedication
knows no bounds nor hour; it should permeate all of our
accomplishments and fuel our self-esteem.
Instutionally, our standard can be nothing short of
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Purpose: Stock answer - To assist the President to protect and
preserve the constitution of the United States and to maintain
a free and democratic society. To do this, we must provide him
with the most accurate and timely intelligence possible. We
should go about this task as quietly and unobstrusively as
possible, i.e., we should get out of the public relations
business.
Organization: We should build and maintain a free flowing, but
cohesively structured relationship, between the operational and
support elements of the Agency. I believe that we are, and
have been, organizationally structured to promote just such a
relationship.
Ethics: Operational ethics - To a great extent Congress has
legislated the operational standards the Agency must abide by.
So we must operate within the ethical dictates levied by
Congress to the extent possible; keeping in mind that in
today's world, gentlemen do read other people's mail if they
want to survive.
Personal ethics - Hopefully our "weeding out" process
results in hiring people who possess a high regard for ethical
behavior. They need only be advised and periodically reminded
as to what this behavior should be.
People: We need people who possess a strong work ethic; people who
believe that a cause is worth working for and that a pay check
must be earned. We should not lower our standards to satisfy
social and political precepts or norms.
Management: Reward personnel according to performance put forth.
Keep employee challenged.
Refrain from double standards.
Promptly deal with employees who do not meet minimum
standards. Don't carry substandard employee from year
to year because that is the easy way out.
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Employees who are promoted to the point of incompetence
should be downgraded.
Firm, but fair, should be the dominate style.
Measure of results: Find it very difficult to answer this
question. Can only answer subjectively in that only time and
history will measure the results.
Standards: Individual self pride - based on the knowledge that
value is being given for value received. Sense of
accomplishment in the knowledge of a job well done.
Institutional - Do not bow to political pressures to
the detriment of the mission.
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41
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12 February, 198411 25X1
SUBJECT: Response to DCI request for statement of Agency goals & principles
Here are perceptions of my own as well as agency goals as requested:
The mission of the agency is and has been to provide current and accurate intelligence
on the international scene to the President and members of the National Security Council,
so that they may set the national policy goals. The agency (Operations Branch) should
exercise more aggressiveness in seeking penetration assets to communist bloc countries and,
be empowered to actively respond to terrorist threats.
The relationship of the Operations and Supporting branches should be inter-related to
allow for smooth coordination of mission requirements. The Operations branch should be
both the dominant and larger of the two branches. At present, we are more of a supportive
rather than an operative organization. This needs to be reversed. The Operations branch
needs to be rejuvenated, expanded and, once again be given the teeth to counter terrorist
and other disruptive threats to our national interests.
? ETHICS:
We have a code of conduct, covering moral/ethical values, which all employees must
adhere to; a prospective employees ethical values should be weighed during pre-employment
interviews. Regarding the ethics of accomplishing our mission requirements; we should not
be so concerned with what is, or is not ethical, but rather can we accomplish our objective
as levied upon us? The responsibility for levying a specific requirement on the agency
rests with the President and National Security Council and the matter of ethics should be
resolved by them prior to our becoming involved. Our policy should be to carry out the
directives duly received from above.
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We need to stress to agency recruiters that they be more selective when processing
applicants. Likewise, the Office of Security should be taking a harder look during the
screening process to ensure that we hire the right people. So long as we are fair in our
hiring practices, see no need to succumb to pressure from special interest groups in meeting
set quotas or lowering our qualifications for employment. Managers need to be more forth-
right when reviewing the performance of new hires, so that those not fully meeting the
standards of the agency can be weeded out during the 3-year probationary period. Likewise,
to make room for tomorrows operatives, older employees who have not been able to adjust
to new concepts, should (if eligible) be allowed and encouraged to take early retirement.
We need reasonably well educated, down to earth realists, that can adapt as the situation
changes. They.,meed to be aggressive, self-starters; those with a strong desire to prove
their worth by their dedication and deed.
MANAGEMENT:
I C
C
ENIIIALA `
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CONFIDENTIAL
MANAGEMENT: (continued)
The agency don't now have a management style, per se. We are so wrapped up in
producing the model manager, that the mission itself almost seems secondary. It would
be difficult for the agency to operate like a large, private corporation despite the
positive points put forth by the DCI; weighing the pros and cons, it would likely be
devastating to try and realign the makeup of the agency to mirror IBM, BOEING or the like.
We should continue to provide our employees with the job descriptions (AWP), encourage
initiative and list incentives for surpassing, not merely meeting these requirements.
Superior performance should then be rewarded. The key here is to accomplish the managerial
miracle. That is, to eliminate office politics from the promotion process. Though not
necessarily a style, managers should be straight forward with their subordinates. Average
or weak performers should be so informed and their performance records should attest to
their true value to the organization. Honesty breeds trust and respect.
This is a toughie and could well take two pages alone. I would propose that the agency
could document (a report card if you will) for the President and the over-sight committees;
in this report, list our successes in averting terrorist acts, in predicting coups, listing
the number of Soviet KGB operatives expelled worldwide as a direct result of our efforts,
accurate predictions of hostile excursions and, cite all our other accomplishments within
our realm of responsibility. We could use as a comparison, our successes as opposed to
those of the Defense Intelligence Agency, and other intelligence collection agencies.
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Again, we already have high moral and professional standards that we are expected to
comply with. We can only rededicate ourselves to doing the best job possible. As an
agency, we must continue to produce the finest and most accurate product with the minimum
of attention. As we do our dubious deeds of neutralizing hostile intentions, it should be
remembered that our high ethical, moral and professional standards do not necessarily
qualify us for membership into local honor societies.
2. As mentioned under ORGANIZATION, the Supporting branch may be in need of a trim. In
accomplishing this, we should seek exemption to the Freedom of Information Act, thereby
(a) reassigning a considerable number of positions whose main purpose now is to research
and provide material compiled by the agency to nearly anyone who is curious; (b) reduce the
public relations role of the agency and return once again, to the low profile era. Should
accusations arise re agency misuse of power, etc., allow the Justice Department to represent
us and/or have the President or over-sight committees respond on our behalf.
EARNING NOTICE-INTELLIGENCE
SOURCES OR METHODS INVOLVED
COCNuF D
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Our "Company" produces a product, and that product is
intelligence. Contrary to popular belief, however, we are also in
the business of making a profit. As in any business, the amount of
profit depends on the quality of the product, and its usefulness to
the consumer.
The Product - Intelligence
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Our product is more valuable than that produced by any other
"Company" in the United States. In order to produce the best
possible producty, quality, reliability, accuracy and timely
reporting of facts and projections must take priority over all else.
Raw materials for our finished products are gathered from an
infinite number of sources. These materials are imported in
massive quantities and encompass practically everything known to
man, and many that man has only thought about.
It is our people who must sort this mass of input, select the
very best, the most important, and produce the final product.
People are our most important asset; therefore the people we have
must be the best available. I know of no College or University
that gives degrees in intelligence. This training can only be
given by those in the "business". Rewards should be based on one's
contribution to the production of the final product.
Performance is the key word. It does no good to collect raw
materials and let them rot on the dock, or become stale sitting on
someone's desk. Also, it serves no purpose to collect sea water
when what we really needed was a soil sample. On the other hand,
if the collector has the opportunity, and believes the sea water
could be important, then the collector should obtain a sample and
send it back with the soil.
Well defined objectives are the manager's greatest
responsibility. They must clearly define what the final objective
is and provide the tools to accomplish the objective. They must
have confidence in their people. They must take the initiative,
take great pride in their work and strive for perfection. They
must set standards of performance and not allow them to be
compromised.
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We can and must be ethical when dealing with each other, or
outsiders, as much as possible. We must also understand that in
our case, truly ethical methods cannot and do not always produce
the best product. However, we should ensure that the ethical is
the rule, and the unethical is the exception. The end does not
always justify the means.
- Much More Than Money
The amount of profit we realize can only be measured by the
quality and usefulness of our product. Faulty intelligence leads
to faulty decisions, and thus a tremendous loss of profit.
Our profit is our reputation as an Agency. Our profit is our
people's satisfaction for a job well done. Our profit is the
safety and the integrity of the United States and its people. Our
profit is in keeping the free world free, and thwarting those who
work to destroy our democracy and our way of life.
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? CONFIDENTIAL
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STAT
18
"The price of freedom, is eternal vigilance". These words
exemplify the reason for the existence of the Central Intelligence
Agency. The pursuit of information for the sole purpose of
developing cohesive intelligence for the defenders of America's
freedom places a heavy burden upon the Agency. A burden that
cannot be shouldered by one person. It requires the sharing of the
strength and stamina of all of the personnel in the Agency's
family, each one contributing a part of themselves to form the
unified entity so necessary for the creation of that product we
call Intelligence.
The CIA has as one of its assets the respect and faith of those
people who depend upon it to provide the insight necessary to the
development of America's policy. This respect and faith does not
have to be earned, it exists, it is there. Our sacred task is to
not allow it to deteriorate through neglect or self centeredness.
Our principles must be above reproach and maintained from within
the Organization. The individual must give way to the goals of the
Organization, yet maintain his own uniqueness, creativity, and
inquisitiveness so critical to our product. We must be always at
the forefront - intellectually and physically - providing first
hand knowledge to our policymakers. Knowledge that must be
presented honestly without editorializing; knowledge that must be
complete and without supposition; knowledge that is accurate and
without the hint of fabrication; knowledge developed into
meaningful intelligence and presented with a singleness of purpose
- to help guarantee our freedom.
How can one describe the type of person that the CIA wants as
an employee? The person that can make that personal contribution
so that the whole can succeed. Words, or rather emotions, such as
patriotism, loyalty and American immediately come to mind along
with descriptors such as hard-working and dedicated. But what
stands above all of the rest is honesty, we must look for that
individual who strives to be honest, honest first with himself.
The rest can be learned. Management techniques, work habits,
purpose, organization, can all be learned as long as that binding
thread of honesty runs through the whole.
Diogenes was not successful in his search but I believe that
the Agency comes very close and that is all we can hope to
achieve. We may never reach perfection but if we continue to
strive for it we can accomplish our goal.
STAT
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The overall responsibility of the Central
Intelligence Agency is to produce accurate
intelligence for a variety of consumers in a
timely fashion.
ORGANIZATION To meet CIA's goal, the associated range of
responsibilities are segregated, clearly defined,
and then assigned to the appropriate component.
Although each component is independantly
accountable for their responsibilities, the
flexibility built into the organization allows
for timely support from other elements within the
Agency, as needed.
The highest degree of integrity, honesty, and
conduct are attributes which are demanded as a
prerequisite to employment at the CIA. The need
to maintain these high standards, both on and off
the job, is fully understood and supported by
each member of this Agency.
MANAGEMENT There is an understanding throughout the Agency
that each employee contributes to the ultimate
success of the CIA, which produces a near
transparent blend between the employee's and
their supervisors at each level of management.
This style of management not only assures that
everyone is fully aware of their individual
responsibilities in meeting goals, but it also
encourages employee's to participate in the
decision making process. The same skills and
expertise that are needed to achieve certain
objectives, are the same skills and expertise
that are used in formulating the objectives.
WARNING NOTICE
INTELLIGENCE SOURCES CONFIDENTIAL
OR MEHTODS INVOLVED
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-Meet our goals
-Maintain integrity, honesty and security of the
highest order
-Recognize the efforts of all employees
-Encourage creative thinking
-Identify and develop future leaders
CONFIDENTIAL
- 2 -
SUBJECT: CIA GOALS AND PRINCIPLES
The stringent qualification standards that have
been established for employment at the CIA
produces high calibre individuals entering on
duty. The management policies of recognition,
development, challanging assignments and reward
are stimulating and provide an opportunity for
each employee to succeed throughout his/her
career. CIA employees are motivated to excel in
their work for many reasons, some factors are;
the opportunity to increase their education via
Internal Training programs and sponsorship for
External Training; recognition and rewards for
exceptional performance in the forms of Cash
Awards, Certificates of Merit, Assignments and or
Promotion to a higher level of responsibility.
However, the most significant motivating factor
for employee's of the CIA is pride. Pride in
knowing that they are part of an organization
that is recognized as being the best at what it
produces.
MEASURE OF RESULTS
The goals of individual components within the
Agency can be measured by reviewing the
efficiency in which these goals were achieved.
Elements such as funding, manpower, time, etc.,
can be calculated and assessed. However, in
measuring the broad qualitative responsibilities
of the CIA a different measuring device is
needed. One yardstick would be an analysis of
the security posture and prosperity of the U.S.A.
STANDARDS In an effort to maintain excellence, we will
strive to:
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were in agreement 25X1
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personnel follow:
also reflected throughout the Agency. Views and concepts ofF I 25X1
perceptions of problems facing the Office of Communications -
conceding a parochial view - and believed the Office problems were
with the draft statement on CIA principles and id not address
themselves to the specific draft points. =personnel voiced their 25X1
Technology is the path of the future. To make it work, we
have to understand it. Our training programs must be stepped up to
keep pace with new technological developments. We must speed up
our efforts to build a skilled cadre of operators and technicians
capable of operating and maintaining new, highly sophisticated
systems. To do this, and at the same time continue present levels
of support, we must exercise every option available to provide time
for expanded training efforts. Recruiting efforts must be
increased, pipeline time reduced, productivity raised and employee
involvement in planning for new systems must be actively encouraged.
Morale appears to be declining and is perhaps the single
greatest problem facing the Office today. It is a burning force -
wasting talent, eroding patience, destroying creativity and
drastically cutting production. An immediate and concerted effort
by all levels of management should be directed at this problem. A
few things that could be done to immediately improve morale are:
more respect for the individual, increased reward for achievement,
improvements in the working environment, elimination of mediocrity
through increased incentives and provision for maximum career
growth opportunity.
Management must be more forthcoming with the employees. All
too often we find there are double standards when dealing with our
people; when policy is enacted, it is not well enough defined and
we find scores of managers setting different guidelines or
standards for the same policy.
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CONFIDENTIAL
Mid-level management is too large and has become an impediment
to completing Office missions. Programs constantly become crash
requirements and even programs that are begun well in advance drag
on until upper management has to step in and push personnel to
complete the project. A decrease in mid-level management would
focus responsibility and ensure accountability. A more direct line
from senior management to the staffs would strengthen the feeling
of belonging to the Organization and erase feelings of isolation
from the planning process.
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S E C R E T
OB-M84- -019o2
09 February 1984
Exective Assistant, OC
CIA Goals $ Principles - What Should They Be?
REFERENCE: OC-M84-082 memorandum, dated 30 January 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
1. In broad terms the Agency's purpose is to provide
security and intelligence functions in accordance with its
charter. The scope of activities by the Agency in support of
this purpose is the area on which we are judged and in which we
should seek to achieve a standard of excellence. There is a
restored air of confidence, both within and outside of the
Agency, in our ability to perform our mission while maintaining
ethical standards. As we seek innovative approaches and
solutions to achieve our goals and objectives we should bear in
mind those concepts and ideals that have earned the Agency the
reputation of being an elite corps.
2. There is a unaminity of purpose in the relationship
between the operational and support elements within the
Agency. Misunderstandings or lack of response are primarily
attributable to a lack of resources or personnel rather than a
failure of organization. Lean staffs, rapid response and
practical risk taking are qualities that are being used
effectively by private industry. Implementation of these
qualities within the government is stymied by bureaucratic
requirements for documentation and coordination at all levels.
A "bias for action" is an attitude as well as an action concept
that cannot function with anything less than total acceptance
by all levels of management. In our search for organizational
WARNING NOTICE
INTELLIGENCE SOURCES
AND METHODS INVOLVED
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S E C R E T
SUBJECT: CIA Goals & Principles - What Should They Be?
excellence and superior service, we must be willing to accept
fundamental changes to our historical way of doing things and
to be willing to delegate authority and responsibility below
the present accepted level. This will develop an atmosphere of
challenge and opportunity and contribute to the professional
development of the younger employees.
3. Ethical standards are relatively easy to establish, but
extremely difficult to enforce. The standards must be
realistic and acceptable to the average employee. This by no
means implies that we have to relax our standards as they
presently exist, but that they should not be modified to exceed
acceptable professional and moral conduct. We have to remember
that our employees are, for the most part, dedicated to the
Agency and possess high moral and ethical standards. If
management coveys a sense of trust, the employees will respond
accordingly.
4. The Agency has been successful in recruiting high
quality employees. We have not been similarity successful in
retaining these individuals. The skills and clearances
possessed by many of our employees make them lucrative targets
for recruiters from private industry. The present
anti-government employee attitude and attempts to reduce
benefits have had an adverse effect in persuading some very
talented and high potential individuals to pursue a career with
the government. Due to our unique requirements and our need to
retain experienced individuals, the Agency should be at the
forefront to convince the Executive and Legislative Branches to
retain, if not expand, existing benefits. The Agency is in a
position to offer challenging and responsible assignments which
attract the best employees. Every effort should be made to
provide the incentives that will ensure that these individuals
remain with the Agency.
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S E C R E T
SUBJECT: CIA Goals $ Principles - What Should They Be?
5. Over the past few years the market has been saturated
with courses, books, etc. on modern management theories and
styles. The best management style is the "one that works for
you" as long as the manager is held accountable and rated on
his effectiveness. Communication between the individual and
management is essential. The employee must understand
management's goals and be allowed to contribute. In addition
to improving our managerial style, we should seek to identify
and develop those individuals that have demonstrated potential
for the managerial ranks.
6. It is difficult to measure results in the absence of
absolutes to use as a yardstick. An objective self-analysis is
equally difficult. We must therefore rely on feedback from our
customers combined with an assessment of our effectiveness and
efficiency in meeting our established objectives. Even though
the lack of a firm value may make our performance difficult to
assess, a subjective evaluation can be made that reflects our
progress in achieving our goals.
7. Our standards remain high. We cannot afford to settle
for anything less than excellence. As we strive for
improvement, we must not compromise the standards that have
earned us the reputation that we have worked so hard to
establish.
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8 February 1984
MEMORANDUM FOR: Executive Assistant, Office of Communications
FROM:
SUBJECT: CIA Goals & Principles
REFERENCE: OC-M84-082, dated 30 January 1984
1. The existance of the CIA and its basic charter are
legislated public laws. An Agency goal statement should be a
condensation of the charter with which our employees can identify
and thereby direct their efforts. A suggested Agency goal is "to
acquire, collate, analyze and distribute the highest quality
intelligence products possible to intelligence community consumers
in the most accurate, rapid and useful forms imaginable." (C)
2. To accomplish this goal, specific objectives which
accurately reflect management philosophy must be stated to our
employees. That we as a government bureaucracy look to models of
corporate excellence for developing management objectives is in
itself an admirable trait. By reviewing proven objectives of the
most. successful corporations, we can selectively tailor our Agency
to create a functional and effective organization capable of meeting
stated goals, as well as adapting to changes in concepts and methods
of management based upon social and technological environments. (C)
3. A recurring theme in corporate objectives is the
universal adoption of "people" as the root source and most valuable
asset of an organization. We must develop a similar philosophy. We
should place more emphasis on recruiting persons with exceptional
skills gained through individual achievement and innovative
creativity rather than placing the emphasis purely upon academic
credentials, which may often be the result of merely following
formatted paths in higher education for protracted periods of time.
Few persons join government for purely monetary reward. We must
identify traits of patriotism in our search for dedicated
personnel. What we need are people who can relate to the 1960s
philosophy of asking what you can do for your country, not what your
country can do for you. We must maintain the highest standards of
integrity by taking a hard line and opposing fleeting social
standards such as the acceptance of homosexuals or experimental drug
users. The fact that we hire only 1 out of 100 applicants should be
publicly advertised for enhanced public image, much like the U.S.
U TELLI,;E~ICE SUiJt'.J~..S
OR NI.ET:;GDS INVOLVED
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Marine Corps slogan of "looking for a few good men." We should
develop positive public presentations of how good we really are, to
construct a public perception that we are an elite organization. (C)
4. We need to adopt measures that indisputably prove to
employees our belief in the stated objectives and that our people
are the finest. Promotion from within and personal development must
be primary objectives. We must provide means to let our employees
explore their interests, measure their aptitudes, realize career
growth through internal training, and encourage assignments to areas
of responsibility and authority to reinforce recognition of effort
and achievement. We should examine areas where enhanced benefits or
ther nerouisites can be reinstated. Certain allowances, such as
employee is indeed "special" and these extra benefits recognize that
fact. Adopting the "family" concept will also improve dedication;
one has to feel needed if one is expected to remain. (C)
5. Our basic organizational structure should reflect our
functional roles, with more emphasis placed on streamlining chains
of command and placing greater responsibility, with attendant
authority and accountability, in the hands of those further down the
chain. Our front-line operational managers must be encouraged to
try innovative techniques to achieve particular results. In every
event, support elements must function in a supportive role; nothing
can stifle a creative operation faster than bureaucratic haggling
and the extensive coordination often required by support elements.
Every effort must be made to identify and abolish or significantly
alter any bureaucratic process that impedes operational plans, be it
of a logistical or personnel related administrative nature. Means
must be established to seek out areas for improvement above and
beyond the present employee suggestion program. Division-level
working groups should be able to review areas of concern and have
the authority to take remedial action. (C)
6. The quality of our product and the success of our
efforts is difficult to evaluate. While we must cater to our
customers current needs, we must also seek to improve our products
through individual effort and initiative using modern concepts and
technological advances as tools, before the product is required.
Perhaps we can observe the management, tools, and initiatives
displayed by other intelligence services and profit from what we
learn. The best measure of our success can only be stated as how
well the United States is prepared for any and all eventualities
which may have an impact upon this noble experiment which we so
casually refer to as our "American way of life." (C)
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CONFIDENTIAL
TB-M84-OO3
10 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
Exective Assistant, OC
CIA Goals f Principles - What Should They Be?
REFERENCE: OC-M84 memorandum, dated 30 January 1984
1. The prime goal or purpose of this Agency is that of
providing the very best analytical and factual intelligence
possible, through the use of the talented human resources we
employee, and the extremely sophisticated technical hardware we
can bring to bear. The reason for this intelligence effort, in
very simplistic terms, is to ensure that our government will
always be prepared to deal with world events from a position of
strength.
2. We are an organization comprised of many diverse
elements in both the Operational and Support arenas. All
elements must realize this and ensure that a true "Team" effort
is applied to all intelligence gathering activities. In many
cases I have observed that many elements-in both the
Operational and Support arenas have little or no idea of what
the other does, and the effort that goes into their
contribution to the final intelligence product. Parochial
interest must be put aside to ensure that we put the maximum
effort and talent into every task undertaken by this Agency.
Credit should be shared by all, not just. the last visible
person or element.
3. Management must be dynamic and instill in every
individual the feeling that they are not just a person doing a
job, but a very important part of this Agency's ability to
produce the quality and quantity of intelligence that it does.
They must lead, guide, recognize, and reward their staffs.
WARNING NOTICE
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OR METHODS INVOLVED
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SUBJECT: CIA Goals & Principles - What Should They Be?
They should make every effort possible to provide clear
communications channels between upper management and employees
at all levels. Employees should be made to feel part of this
organization and not kept in the dark. Informed people
function better and in many cases can provide a valuable
contribution when they fully understand the task at hand.
4. The single most important factor that contributes to
our ability to provide the best and most comprehensive
intelligence is our employees. To ensure that we have the best
available minds and talent, this Agency must continue to
recruit against stringent standards, provide opportunities and
training that will motivate, recognize and reward exceptional
performance, and provide a work environment conducive to
maximum effort and production.
5. The true measure of our worth will be judged by others
through the accuracy of our finished intelligence to forecast
and forewarn of events yet to happen. The ability to counter
or circumvent an activity directed against our best interests
would be a very good measure of the intelligence gathered.
6. The standards we set for ourselves and the organization
must be very high. Anything less could create a situation
where security could be compromised, human life endangered, or
technical capabilities and technology lost. Excellence in
personal and professional standards must. be our goal.
7. Ethics is something that cannot be dictated by decree
but is best emphasized by example. Ethics must be reflected
downward at all levels within our Agency. The manner in which
we conduct our business must be above reproach in dealing with
ourselves and our government. Each and every individual deep
inside knows what is right and necessary in the performance of
their duties. We all must strive for the highest ethical level
possible in the performance of our job.
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February 13, 1984
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Agency Goals and Objectives
Purpose
The purpose of the Agency is to provide foreign intelligence
support to policy makers of the government. The Agency serves to
coordinate the efforts of the Intelligence Community and to provide
.objective analyses independent of policy interests. The Agency
provides a capability to create intelligence collection systems and
to conduct foreign covert activities under direction and control of
Presidential and Congressional elements.
Objectives
A major objective of the Agency is to do well those things for
which it is uniquely organized and qualified. The Agency should
maintain its organization and flexibility to assure rapid
responsiveness to changing intelligence support demands. The
Agency's role as a focal point of our nation's foreign intelligence
activities has as its common thread the handling of information.
The Agency must collect, synthesize, and transfer information
securely and effectively under conditions of peace, international
tension, and war.
Organization
The Agency organization shall reflect the objective of
fulfilling its mission effectively. The intelligence production
shall be organized to guarantee its independence and objectivity.
The covert activities organization shall ensure control and
accountability. The organization must ensure a cooperative and
unified effort toward objectives while ensuring security and
individual job satisfaction.
People
The Agency's effectiveness depends on attracting and keeping
people with exceptional capability and patriotism. The Agency's
standards, training programs, opportunities and personnel policies
must reflect the high value placed on professionalism, individual
achievement and freedom. The Agency must employ people with a high
standard of ethics representing the best principles of the nation.
The Agency shall encourage proactive individuals and provide
mechanisms for taking reasonable risks.
Ethics
As a secret intelligence organization in an open, democratic
society, the Agency must reflect the ethics of the society and
adhere to its constitutional principles and laws. Secrecy shall
serve to protect the nation's foreign policy interests, not to deny
society awareness of activities which would be unacceptable as
counter to its principles.
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Management
6~ a d Fl 6c.~.
The Agency management must emphasize excellent performance,
responsiveness, control and accountability. At the same time, it
must foster initiative and innovation, and must build mutual respect
with Agency personnel. Within the Intelligence and Foreign Affairs
Communities, the Agency must take a leadership role.
Measure of Results
The primary measure of results for the Agency is the
satisfaction of the policy makers it serves and the nation. As an
organization primarily providing support, quantitative measures are
few. The Agency should seek to measure its performance both through
contact with its customers and through reviews done by internal and
external panels. Accountability for satisfactory results shall be
to an individual or small group whenever possible.
Standards
The Agency shall measure itself and its people in terms of
performance, accountability, consumer satisfaction, and the degree
to which our nation's national security is maintained and
strengthened as a result of its efforts.
P. n
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13 February 1984
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CIA is an organization which is both unique and vital to the
conduct of U.S. foreign policy. It serves first as the central
source of objective analysis of events and trends worldwide, based
on information gathered from far-flung technical and human
resources. Further, it provides a covert, non-military means of
accomplishing foreign policy objectives.
The Agency must maintain a reputation of integrity and objec-
tivity in its operation and product. It can only sustain this by
being dedicated and objective in its analyses and conduct, avoiding
partisanship and political allegiances.
CIA offers careers of great interest to people with a wide
variety of skills and interest in many fields: foreign policy
specialists, scientists, engineers, programmers, paramilitary
experts, sociologists, and economists to name a few. CIA offers
these people a rare opportunity to pursue the practical application
of their skills.
However, such creative, free-thinking individuals are in demand
in both the public and private sectors, and incentives are needed to
maintain a cadre of professionals. These should include the oppor-
tunity for personal and professional advancement within one's field
as well as the opportunity to broaden one's professional interests.
Equity with the private sector for wages and benefits must also be
considered to the maximum extent possible within Government
guidelines.
While many people are attracted to CIA because of its career
opportunities, and not a few are attracted because of a sense of
duty to their country, it is necessary that our management provide
the strongest example and inspiration to strive for excellence.
This is best assured by an implementation of friendly competition in
achieving our Agency and component goals. Decentralized leadership
and responsibility fosters such competition, allowing individual
diverse management styles to coexist.
Determining the success of approaches and products requires that
objectivity be maintained. Feedback on success or failure of our
efforts indicates where an institutional bias or deficiency in
knowledge exists in a field of analysis, and better analyses will
result if actual outcomes are contrasted with predictions. In the
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is
C O N F I D E N T I A L
2
general sense, all deviations from the desired conduct of our
mission must be viewed as constructive feedback; from a surprising
outcome in foreign affairs to disclosures and leaks of classified
information. Such happenings are indicative of where greater
efforts must be applied.
Certain standards, therefore, are necessary for the conduct of
our work. First, our "average" effort cannot be average; our
country relies upon the skills we possess. Second, we must not be
complacent. We must strive for excellence in our individual
skills. Third, we must be objective in our approaches and outlook.
Fourth, we must foster creativity and free-thinking because of the
manifold possibilities offered us to better do our work. Finally,
we must realize that we are an instrument of the U.S. Government and
must understand and answer to its needs.
These five principles are the foundation upon which all of our
efforts must be based, and these must be carefully cultivated among
our employees so that the highest level of achievement may be
aspired to, and realized.
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13 FEB 1984
MEMORANDUM FOR: Executive Assistant, OC
0
SUBJECT: CIA Goals - Principles
1. To be the best at whatever it tries to do, an organizatiobn
must strive to manage its resources effectively. It has to
cultivate its people by creating a family environment. A group of
employees who enjoy working together toward a particular goal. It
must encourage its people, create challenges, provide adequate
training, and above all, it must communicate, through management,
that all members of this family are needed and that they are
valuable to the mission. (U)
2. Managers must be selected that can project the qualities
needed for an effective organization. Too often, because of past
performance, an individual who is good at a particular technical job
is promoted to a position of management. Many of these "instant
managers" are in need of managerial training, and experience. Also,
there are managers that have large self-centered egos, those
absorbed in turf protection, and yes men, to name a few, that are
not conducive to creating the desired family-work-together-
atmosphere. Managers must be selected for their personality,
trained and indoctrinated with organization policy. (U)
3. I realize that most of this is frivolous, and borders on
"motherhood," but, it is extremely difficult to improve upon the
views and concepts that are illustrated.in the statements of
corporate goals, etc., that were attached to stimulate free
thinking. (U)
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INTELLIGENCE SOURCES
OR METHODS INVOLVED
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13 February 1984
MEMORANDUM FOR: Executive Assistant, OC
SUBJECT: CIA Goals and Principles (U)
REFERENCE: OC-M84-082, dated 30 January 1984
1. The book, "In Search of Excellence" (ICE), by Peters and
Waterman provides much food for thought beyond describing what makes
an excellent company. When delving into any industrial-oriented
treatise on management, the one question that stands out is, "Is the
material applicable to the government way of doing business?"
Keeping things simple, "loose-tight" management coupling, avoiding
over-organization, informal control, paying attention to prior out-
comes, immediacy, achievability, feedback, intrinsic motivation,
learning organizations, reduced standardization to procedure --
these are just,a sampling of the various motifs presented in the ICE
book which can be compared to our present ways of doing business.
But it may be questionable that many of these motifs would be recog-
nizable in our various Offices. We've demonstrated our capabil-
ities, earned our credibility, became enamored with assurance in our
growth, persuaded ourselves that our product has no competition,
established careful controls to protect against decreased produc-
tivity, and in the outset, found ourselves at least in certain
arenas, stagnating in progress because we forgot how to learn, how
to do the job differently, better and thus became preoccupied with
not making mistakes. Our present organization-management trends
seem to be towards the complex, formal, tight, standardized
approaches, even though our intentions are to establish flexible,
generally less formal, participatory infrastructures. (U)
2. We should be the academia for intelligence collection,
communications, analysis and distribution. Support functions must
be more closely identified with the customer. In many cases, the
support element can contribute significant input to and assist the
customer in defining, developing, and solving requirement issues.
More flexible,' independent task team structures consisting of
various occupational disciplines crossing Directorate lines need to
be established, particularly to improve immediacy responsiveness. (U)
WARNING NOTICE - INTELLIGENCE
SOURCES OR METHODS INVOLVED
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SUBJECT: CIA Goals and Principles (U)
3. We are creatures of our environment, requiring meaning to
our existence and efforts, demanding security, self-satisfaction,
independence, competition, reward, and personal control over our
destinies. We,at the mid-management level need to better recognize
and evaluate the abilities, knowledge and attitude of others to
ensure they are appropriately employed. (U)
4. There is no question that the humanities issues presented in
books like "ICE" can and should be applied to the Agency. If we
elect to adoptisuch a doctrine, an appropriate Agency-wide campaign
to establish awareness and education of such a doctrine should be
published. "How to Develop and Apply Work Plans", by Charles Wilson
is a good Federal Supervisor's Guide to supplement an "ICE-plan". (U)
5. The "other guy" has to be the measure of our results. In
this humble Branch, the customer is our best, if not only guide, to
how well we're doing. We must not make the mistake of forcing a
product on a customer if it is "before its time", if it doesn't meet
his specifications, if we are not satisfied with the quality, or if
it doesn't meet the standards of the Agency. (U)
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CCUNHUU" I IAL
CIA Goals & Principles
1. The purpose for the CIA's existence is to serve the
President by expeditiously providing to him and to designated
members of the intelligence community, analyzed intelligence
information on selected issues in a form which is readily usable for
the formulation of decisions and policy.
2. In dealing with establishing a set of moral principles and
values, the dichotomy of living with cover presents a subconscious
dilemma, where after a period of time the rigid value lines once
held, become somewhat flexible depending on the situation at hand.
In the absence of firm direction or in the case of broadly defined
direction, the individual is left with making the value decision
with his instincts and hoping it was acceptable for that particular
situation. The point of this rambling is that in our business, a
suitable code of ethics, providing guidance for and serving all
members of the Agency, will be far more difficult to establish than
if we were in a different business where the lines are either black
or white.
3. I think we all agree that people are the most important
asset of any organization. The goal of obtaining and retaining the
best is essential. Integrety and dedication are two qualities that
should head our list of personnel attributes. Technical ability or
intellectual capacity, needed to perform a particular task, are
extremely important and should be strove for but they will be
diminished if the individual lacks the integrity and dedication to
carry the job through.
4. The management phylosophy in the Agency should be one that
encourages and rewards. Responsibility should be delegated downward
whenever it is possible. The development of managers should have
increased emphasis with merrit and accomplishment being the
criterion for escalation.
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CONFIDENTIAL
pride and confidence in the product we produce and the
position we hold
keeping current with the state of the art where it serves us
strive to ensure that the maximum return is realized from
the American tax dollar spent
- being always cognizant of the security aspects of our job
and being alert to avoid or correct any potential
compromising situation
strive to maintain and project the professionalism which we
have come to expect from our personnel
- establish, foster and maintain a comradery among all members
which stems from our uniqueness and eliteness.
6. In establishing a code of excellence for the CIA or for any
organization, an extremely important aspect to be considered is how
do we make it successful? The element of success will hinge on how
the doctrine is viewed and accepted by the members of the
organization. The most well thought out code of excellence is
useless if it is not taken seriously. Action must be taken to
ensure that the doctrine is embraced by the members at all levels.
A method of accomplishing this end is the public/peer recognition of
members who exemplify the spirit and text of the doctrine. A
program such as employee of the month, administered at the office
level, has been used effectively in private industry and could be
productive for this Agency. No matter what technique is employed,
acceptance by the members at all levels will be paramount to success.
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11,r CONFIDENTIL
CIA GOALS AND PRINCIPLES
I believe the prime mission of the Agency should be to support
the executive and legislative branches of our government with
intelligence and operations needed to preserve the security of our
nation and The Free World. The degree to which we accomplish our
mission can generally be measured by positive changes in global
stability and by our track record of providing intelligence
products. All major human and technical intelligence collection and
subsequent analysis must continue to be designed to support specific
national goals. Major successes would be: 1) predicting and
possibly deterring invasions by Communist governments; 2)
providing our government with the insight necessary to avoid Vietnam
type debacles; and 3) inhibiting the establishment of hostile
governments such as those in Iran, Libya and Cuba.
I believe the current Agency organization, a fairly traditional
configuration, can be as successful as any other configuration. It
is highly dependent on key individuals and the management approaches
they adopt and pursue. If we are to do the best job humanly
possible, then we need to fill the Agency with the best our nation
has to offer. As indicated in Para. 4 of the Hewlett-Packard
Objectives, we cannot expect to attract and retain the best if we
offer career opportunities which are not competitive with those by
the best in industry. Hence, it is incumbent upon executive
management to ensure that equivalent career opportunities are truly
available within the Agency.
Personal and intellectual quality requirements obviously vary
from job to job throughout the Agency. However, we should continue
to seek the ideal blend of intelligence, resourcefulness,
innovation, and motivation for each job, especially for those
leading to management. We need people with good judgement who are
willing to take chances and who are committed to finding the best
approach to a problem vice following the standard accepted approach.
The establishment of standards (individual, institutional, or
ethical), however noble they may be, will not prevent a reoccurrence
of a "Terpil" or a "Wilson" nor will they, in my belief, increase
our productivity or efficiency. In my opinion, high productivity,
efficiency, quality, and excellence are characteristics instilled in
new employees by virtue of the example set by our management.
Appropriate training programs, internal and external, should be
adopted to reinforce the legacy which management has inherited.
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CONFIDENTIAL
The managerial style and general objectives which I believe
would serve as the best model for the Agency are those of
Hewlett-Packard. Determination of the specific version adopted by
the Agency is worthy of the best efforts of a top level task group.
Several suggestions germane to the overall efficiency of the
Agency are as follows. We should:
be realistic in all our undertakings and in our evaluation
of our problems and weaknesses.
take calculated risks when justifiable or necessary but
commit our limited resources to only those programs in which
we can excel (assuming a choice exists).
constantly seek ways of obtaining the maximum leverage from
each staff employee.
learn to change in anticipation of requirements changing.
enrich our perspectives and horizons through exchange
programs with other agencies, industry, universities, etc.
10 February 1984
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- Produce a product and provide services which are responsive
to the needs of the Executive.
- Develop capabilities to support the above goal based on our
best estimate of requirements up to 10 years in the future.
- Establish a work environment supportive of the above goals.
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- Hard work
- Recognize and reward excellence
- Manage CIA as a business, not a bureaucracy
- Evaluate the product from within by peer review at all
levels, in all disciplines.
- Evaluate the product by customer review
- CIA must establish its own standards of excellence. Its
unique product and the importance of that product defy
ordinary standards.
- Personal ethics are the cornerstone of of institutional
credibility.
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CHALLENGES
Hiring and retaining the best talent available in light of
changes affecting government employment.
- Maintaining a reasonable image - to the Legislative, the
Judicial and the public.
Preventing internal boundary disputes from disrupting the
efficiency of operations.
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SUBJECT: CIA GOALS AND Principles (C)
MEASURE OF RESULTS: It is believed essential that managers be
accountable, and that major programs be reviewed annually to ensure
that the tax dollar is being properly used. This will provide
senior managers with a method to measure both program and personnel
effectiveness, and will ensure that ineffective activities are
discontinued within a reasonable time frame.
In order to enhance the effectiveness of the Agency, it should:
? Continue an agressive program to obtain
increased funding and additional employees. The time
is long past where the Agency and its employees
"can do more with less."
? Consider seeking legislation that would permit
the Agency to share economic intelligence with the U.S.
private sector. The U.S. is far behind in supporting
the U.S. private sector compared with our allies and
adversaries alike. To continue in this vein is a threat
to our economic survival as a world leader.
? Improve the timing of the budgetary process and
guidance to permit line managers to approach this very
important process in a logical and realistic manner.
Current practices result in scrambling, poor planning and
unnecessary stress being placed on managers and line
supervisors.
? Consider changing intra-office rotational assign-
ment policies for selected positions. Current practices of
routinely changing jobs every two-three years.results in
lack of continuity and efficiency in programs and projects.
It also introduces added stress to employees as they
approach the unknowns of new jobs. Furthermore,
rotational assignments within a project cycle screen
accountability insofar as project success or failure is
concerned.
? Aggressively pursue the adoption of domestic
allowances to provide economic relief for those employees
who are expected to relocate within CONUS every few years.
In addition, provide for a temporary living allowance for
families of personnel assigned laterally overseas, to cover
expenses when the employee is brought to Headquarters after
home leave for periods averaging six to eight weeks and the
family is expected to fend for itself. (C)
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CUNtIIhNTIAL
CIA GOALS AND PRINCIPLES (C)
This paper was prepared by three senior Office of Communications
officers who have combined Agency service of nearly 71 years.
PURPOSE: To provide the best intelligence support to the U.S.
Government to help preserve and foster the principles, security and
overall well-being of the United States politically, economically
and militarily.
ORGANIZATION: A close working relationship must exist between all
Agency components to ensure that all relevant expertise is brought
to bear in pursuit of our goals. Excessive compartmentation,
physical separation and territorial prerogatives impede this
objective.
ETHICS: While social trends must be considered, firm standards and
uncompromising ethics must continue to be the Agency badge of honor.
This is essential to maintain the necessary level of condifence
with our liaison contacts, and also to ensure internal confidence
to maintain and promote organizational close working relationships.
PEOPLE: We believe in order to attract and keep top people we must
treat them accordingly. We must provide job satisfaction and
ensure they are provided internal training as necessary to allow
them to improve productivity and assume higher responsibility as
quickly as they can. In concert with this internally produced self
esteem should come job satisfaction. Solid security factors in the
form of our retirement system should be maintained as it is,
independent of the remainder of the Federal Government, and should
include adequate COLAs to keep retirees financially secure and
independent without concern for their future years. We believe
this would create the environment necessary for this elite cadre to
foster superior dedication and a national devotion. Additionally,
it should foster a willingness to maintain skill levels in an
active reserve cadre which could be called upon in times of
emergency or times of National crisis.
MANAGEMENT: Stop the brain drain--Integrate more responsibility
throughout the ranks--Develop and use more team effort style
management which would tend to share responsibility in a more
effective and efficient manner. Mid and upper level management
should be streamlined and converted from reviewers of details to
accountable decision makers. Dramatically improve rewards for
innovativeness. Reward enthusiasm and energetic involvement. This
would create an atmosphere where such is the norm rather than the
exception. Consider limiting compartmentation to a minimum,
improving participation, analysis and contributions by many who
might not otherwise have an opportunity to become involved.
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S E C R E T
CIA GOALS, PRINCIPLES AND STANDARDS
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PRIMARY GOAL: To become the best, most effective foreign
intelligence organization in the world and to maintain that
position.
Preparedness: The Agency must maintain a high level of
preparedness to deal with quickly changing world and national
conditions. In order to maintain such a state, high standards
need to maintained in the area of employee training, talent and
abilities. These factors will in turn build confidence to cope
with challenges.
Intelligence Production: Maintain finished intelligence,
whether destined for the Office of the President or elsewhere
as a product of quality.
Operations: Increase quality and effectiveness of
intelligence operations and operating offices and divisions;
especially foreign intelligence collection, covert action
programs and counterintelligence.
In all its actions and decisions, the CIA should exercise
the expressed will of the President of the United States,
abiding the laws of the United States.
Actions by the CIA should always be with the intent of
preventing injury by foreign powers to the United States as a
nation and as a free people; of protecting the national
interests as directed by the President; and preserving and
protecting the principles of the Constitution and
representative constitutional government of the United States.
PEOPLE: Agency employee selection should be based on the
individual traits of honesty, integrity, intelligence, talent,
creativity, proven and potential abilities, and dedication to
the primary principles above and to the principles of
competence and professionalism.
PHYSICAL RESOURCES: Selection, procurement and deployment
of the Agency's systems and facilities, should be based on
need, quality and effectiveness.
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CIA GOALS, PRINCIPLES AND STANDARDS
0
OPERATIONS: Operational judgments and decisions should be
based on both short and long term effectiveness, bearing in
mind that national interests should take precedence over
partisan interests.
MANAGEMENT: Agency management should be based on the
principles of competence, trust, integrity, honesty, sincerity,
fairness, farsightedness, confidence and leadership.
ORGANIZATION: Operational and support elements need to
maintain close relationships in order to ensure professional
and efficient performance of mission and to eliminate
duplication of effort.
SPECIFIC MECHANISMS TO ATTAIN GOALS:
Institute programs to identify and retain exceptionally
talented and creative individuals.
Create opportunity for clerical personnel and those in
lower paying jobs to gain satisfaction through job enrichment
and challenging work.
Reinforce in each employee, the belief that the
performance of his duties constitute important contributions to
the achievement of the Agency's and the Nation's goals.
Foster an environment whereby all employees can cultivate
the qualities and attributes of leadership.
Increase the effort spent toward foreign language study.
Selectively increase length of foreign tours.
Allow for increased extended TDY opportunities for
inexperienced officers whose primary duties involve foreign
intelligence operations or direct support to foreign
intelligence operations.
Allow for increased area study and on-site TDY for foreign
intelligence analysts.
Strive to place experienced officers at the line
management level at all times.
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
PURPOSE
To provide timely, reliable intelligence and assessments
responsive to the needs of U. S. Policy makers, pertaining to
the political, economic, social, technological and military
plans, trends and activities of foreign governments.
Assessments will be independent, objective and strive to
provide clear options for policy decisions and action.
ORGANIZATION
The operating elements of the CIA are structured to clearly
define responsibility while encouraging and respecting the
contributions of other relevant elements. Flexibility of
organization leads to expanded individual versatility to
maximize the resources available to respond to policy makers
needs.
ETHICS
Every member of the Agency will perform their work under
the Constitution and laws of the United States and will demand
the highest degree of integrity in performance and conduct of
themselves and their associates.
The leadership at all Agency management levels will have
been selected for their ability to attain results and, as fully
important, to foster an informal relationships with
subordinates which encourages initiative. Additionally, the
broad development and retention of acquired skills in
subordinates is essential for long-term Agency goals. The
Agency style of management should allow parallel career
development of "Expertise" and expert management.
All personnel of the Agency have been rigorously selected
for their loyalty and honesty but, in addition, a favorable
initial assessment of their intelligence, initiative and
maturity has been a deciding factor in their employment. A
continuing series of evaluations, throughout their career, will
tend to encourage even greater initiative and provide
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challenges to broaden their perspective. In a field of
external anonymity, a professional and dedicated workforce is
attracted and retained by the opportunity to participate in an
organization with unique challenges and responsibilities. With
the main reward being the special privilege and special
satisfaction of a sense of purpose and a confidence in their
capabilities.
The majority of Agency personnel, in addition to their
career field, will have a secondary area of competence and be
striving for a minimum competency in at least one foreign
language.
As a public service, the Agency must assess it's
effectiveness in the satisfaction of its customers in the
value, relevance, and timeliness of the intelligence and
operational inputs they receive. Those results come from the
qualities of its people and their creativity, dedication, and
success in utilizing technology and resources to collect,
analyze, and apply information and judgement to foster the
security and prosperity of the United States. The resources
needed to achieve those results come from the way the President
and the Congress and the public assess and value these results.
In addition, as part of the long term assessment of the
Agency, the ability to acquire, develop and retain personnel of
the highest caliber is an essential element of any evaluation.
STANDARDS
-- performance of the highest quality;
-- ethics and integrity of the highest order;
development of outstanding skills, confidence, and
personal resources in our people;
utilization of the most effective technologies;
capability and flexibility to meet tough and sudden
challenges;
leadership and recognition as the most effective
intelligence service in the world.
?
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CONFIDENTIAL
?
MEMORANDUM FOR: Director of Communications
SUBJECT: CIA Goals and Principles (C)
1. Purpose: The purpose has not changed since 1947 -- the
acquisition of raw intelligence, the analysis of that intelligence, and
the provision of timely, accurate information to the President and other
senior members of Government with which they can make decisions affecting
the security of the United States. (C)
2. Organization: Obviously, relationships between and among
operating and supporting elements should be characterized by cooperation,
mutual helpfulness and dedication to the mission. Unfortunately, our
perception is that these relationships are often characterized by over-
whelming concerns of turf and by adversarial relations which act to the
detriment of efficiency, morale and the end product. (C)
Another major problem which limits effectiveness is the fact that OC,
because it is a service organization, cannot quantify its product. What
besides number of messages passed, do we have by which to gauge our work?
How can COMSEC make a determination of how well it is performing, i.e.,
the opposition using surreptitous means will not leave us with the
? "smoking gun" that will prove our defensive efforts are inadequate. We
can only insist on maintaining high security standards and presume they
are adequate. (C)
An additional problem surfaces at the headquarters end of the
information circuit from the field. We have the best communications
system in the Government, albeit a rapidly aging and deteriorating one.
Although the information is rapidly inputted into headquarters, there is
a breakdown in the time it takes to reach the customer. The organization
of headquarters resources must be directed toward extending the distribu-
tion of information electrically to the ultimate consumers' desks. (C)
?
3. Ethical Standards: OC has traditionally maintained the highest
possible ethical standards. Due to the nature of our work, we have access
h n virutall an one else in the Agency. This
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Our reputation for con-
fidentiality is of the highest order. We are a monished to be like
"cloistered monks" -- we must never sin or ever give the appearance of
having sinned. (C)
As with many things involving humans, guidance must come from the
leader of an organization. The appearance of unethical behavior is every
bit as damaging as unethical behavior itself. As long as this standard
is followed, employees cannot help but absorb it, because it would be so
pervasive throughout the work environment. (C)
WARNING PJ?z1GE
INTELLIGENCE SOURCES
METHODS uS OI1 f~
OR METHODS I dVOLV~_D
CONFIDENTIAL
13 FEB 1984
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CONFIDENTIAL
? SUBJECT: CIA Goals and Principles (C)
4. Acquiring the best employees: The mystique of the intelligence
business and the high educational reputation of the Agency, serves as a
magnet to attract some of the best talent available. However, this may
also serve to turn away some who have qualitites we desire. While we
naturally want the highest quality educational bacckground, we also
should not turn away individuals who may have a lesser education, but
possess intuitive good judgement and intellectual flexibility. (C)
Retaining the best and using them to the maximum of their abilities,
requires the same managerial element -- providing an atmosphere where
employee self-actualization is encourged, accepted and appreciated; where
he/she feels he/she is an integral part of the team; where risk-taking is
encouraged; where past mistakes are not referred to for an entire career
("don't turn a mistake into an albatross"); and where the phrase "no,
because that's the way we have always done it" is never heard. (C)
5. Management Style: The management style which will best achieve
our corporate purpose and expected results is one in which managers are
relatively few and able to make sound decisions. One of the major
problems within the bureaucracy is that ther are so many layers of
hiererchy that each manager has only a small input into the final
decision. Thus, the tendancy is to claim a small amount of credit for
sound decisions, but none of the blame for faulty ones. (C)
? 6. Measure of Results: The primary mechanism for this measurement
is feedback from the customer which is not always forthcoming in govern-
ment organizations. On an individual basis, it is the pride that each
individual takes in performing to the best of his ability. (C)
7. Standards:) we need to keep in step
with technology. OC's most important asset, people, need to be thought
of as "professionals" not as just a support organization by those outside
the office. (C)
The reliability of our systems must be improved. With increased data
rates, delays/outages caused by carelessness and unfamiliararity with the
new equipments will cause delays in traffic. (A 5 minute delay on a low
speed circuit may delay 2 or 3 messages. If the circuit is high speed,
many more messages may be involved.) 25X1
be of better quality and more reliabl .
(C)
?
CONFIDENTIAL
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
?
?
Purpose. To collect, analyze and expedite delivery of
perishable intelligence to and for the decision makers of the
United States. Timely, factual data is essential in determining
actions necessary to deter acts of aggression, gain military
advantage, and promote the democratic principles of our society.
Organization. All elements of the CIA must interact as a
cohesive group to provide the highest caliber intelligence
possible. Accurate, rapid response to tasking is accommodated
by each element's ability to react independently in order to
contribute to the overall goal of excellence.
Ethics. CIA employees are obligated under the existing
Agency Charter to perform their duties in conformance with
National Policy. Ethical practices, loyalty, patriotism, and
basic personal integrity are what distinguish us from our
adversaries.
People. People are the Agency's greatest asset. Careful
screening of applicants permits us to initially select only top
quality personnel. Through our training programs, we ensure
each individual an opportunity for professional, as well as
personal growth. Challenging assignments, travel, and a strong
dedication to duty promote an inclination toward continued
Agency employment.
Management. Operation of the CIA is accomplished with a
free flowing management style that employs individual respect,
personal freedom, and personal accountability as its key
ingredients. This style is characterized by a "can do" attitude
throughout the Agency. Management must be flexible in order
to accomplish daily objectives while constantly preparing a
strategic plan for the future.
Measure of Results. Accomplishment of the Agency's purpose
is measured in the amount, timeliness, and quality of its product
and the satisfaction with the product expressed by its customers.
Our overall effectiveness is directly measured by the success
or failure of assigned missions.
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C O N F I D E N T I A L
Standards. The CIA is the best intelligence organization
in the world because we:
-- Require exceptional performance;
-- Are dedicated to improvement;
-- Maintain a high personal sense of purpose, ethics
and integrity;
-- Stay in the forefront of technological development;
-- Meet and exceed tough challenges;
-- Maximize the development of our people and resources;
-- Are proud of our heritage.
0
C O N F I D E N T I A L
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GUNHVU HL
?
i
OCAM M84- 06 q
13 FE8 1984
MEMORANDUM FOR: Director of Communications
SUBJECT: In Search of Excellence (U)
The followi compendium of ideas derived from myself and
the Group Chiefs We apologize in advance for the length of
our paper, but we chose to present our ideas in point-paper fashion
for ease of presentation and reading.
PURPOSE OF THE CIA:
?Collect,.analyze and disseminate intelligence.
?Devise and execute covert action programs as an instrument
of national security practice.
?PURPOSE OF DDA: Ensure legal and immediate support of
the above missions.
?Identify administrative obstacles which impede our mission.
Determine creative ways to defeat these obstacles within
allowable regulations and practices.
?Promote and utilize reasonable but aggressive use of the
DCI'sspecial authorities to meet unusual aspects of our
mission quickly and effectively.
?
ORGANIZATION
?Promote and maintain a "One-Agency concept".
?Though competition is healthy, allow it in the Organization
only if it helps the Organization reach its goals. Guard
against splintering and erosion which can be the result of
unchecked or unchannelled fierce competition. Remember
that when one competes, someone has to lose--and feel the
loss.
?Organize to adapt fast-moving situations; ensure quick
reaction when needed; be able to redirect resources
quickly-and effectively to respond to crisis conditions.
WARNING NOTICE - INTELLIGENCE
SOURCES OR METHODS INVOLVED
G HIBENT IA1
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r
SUBJECT: In Search of Excellence (U)
?Stay ready - stay sharp - keep "on a high".
"In the One-Agency concept, foster a personnel system
which deals with the membership of t~nization in
exact ways: same promotion rules, same assignment
opportunities, etc....
?Require exactly similar finance practices and account-
abilities in all components of our Organization.
?Guard carefully against favored treatment of any one
component. When resource improvements go to one
component and not to others, explain the reasoning to the
losers.
?Guard against the Agency becoming a "political" instrument
and against losing objectivity when forming intelligence
conclusions. Some in our group felt that there are good
sides to politicization of the Agency, particularly in
pursuing an image improvement program by developing rapport
with the "outside" and PR, in general.)
ETHICS - Ethical Standards
?Patriotism;
?Committed to secrete;
?Prudent use of government funds;
?Attention to conflict-of-interest problems (an Organization
and its people need tonot only be honest but to look honest);
Respect for the law.
PEOPLE - People are the Organization's most important asset. Manage
them accordingly with:
oSensitivity;
?Reward and recognition (do not overuse);
?Afford development opportunities with training and
well-considered assignments;
?Allow and insist on a creative and imaginitive work environment.
(Every idea counts until, under analysis, it's determined to be
of no use. Save the useless ideas; revisit them later on.). '
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SUBJECT: In Search of Excellence (U)
?Reward merit, but also reward long and faithful service,
but with heavy emphasis on the former.
?Reward and support the "informal Organization" that exists
in every component. Then tap into it.
?Listen to people at all levels - then respond! (So that
they know they were, at least, heard).
?Keep people and components talking to each other. Periodic
conferencing is an excellent technique (the Agency had
?DDO and DDA make unofficial heavy demands on spouses and family.
Recognize this. It is an unusual part of our wor ; not found in
most of government and the private sector. Recognize it openly
and include spouses and family as often as possible in
work-related affairs. Show appreciation openly.
?Maintain and enhance our long-standing reputation for quality
work. Keep us on top. (Better the Agency. be understrength
with the highest quality of people, than to fill the cs by
lowering our standards.)
?Give special importance to assignments of people to jobs
which combine their own interest and strengths with the
requirements of the Agenc. This keeps them sharp, because
t Bey stay interested.
?Have Succession Planning early on, and be willing to add
to t istj.act from your list as time goes on. Nobody has "rights" ist.
?Make a concerted effort toward employee broadening and
systematic progression into positions of increased
responsibility using newly-developed skills that the
Organization has fortunately fostered.
?Important to the DDO and DDA: From the onset, ensure that
we place our new employees in jobs where their personal
ethics can accept the kinds of demands they will face. Discuss
this openly with people as they change components during a
career.
?Im ortant to, the DDO and DDA: Don't eliminate, at face value,
those with life styles an personal histories which a
recruitment process would eliminate summarily. For example:
- Experimenters, risk takers, free thinkers, free spirits
j.ust might be the kind of people that a dynamic Organization
CO FI T AL
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wumr4j,k;' tf t, !q
SUBJECT: In Search of Excellence (U)
such as ours needs. The paradox is that one might argue
that excellence cannot come from people with life styles
and life histories described above, but excellence in the
DDO, for example, (DDO being an anomaly in Government as
a one-of-a-kind'component) is defined as having sucesses
by creating an atmosphere whereby willing foreigners can
safely discuss the secrets of their country. The above-
mentioned group may have far better success in manipulating
and exploiting foreigners than people whose profile,
(academic and personal), might more closely be identified
with excellence as it is normally defined. Bottom line:
excellence for one component may not be excellence for
another, and free spirits and risk takers may fit extremely
well in some arenas and poorly:..in-:1
?Maintain sense of humor and encourage the same among your
people.
?Wage war against employee poor health, stress and depression.
Such adverse conditions can, and do, cut an Organization to
shreds.
MANAGEMENT
Irrespective of what management style is used, identify clearly
goals and objectives so that all employees can understand w ere
you're coming from, what is expected, and where you're going. 'Also,
it is essential to instill identical beliefs in all major components
of the Agency.
An em athi__c_-management style is the ability to put one's self
in the "place" of a subordinate and to feel the emotions and
conditions felt by him. Empathic management can also include
"reflecting feelings", which, for example, acknowledgment subordinates
is going through and acknowledge that it is indeed a difficult
problem and would be for anybody.
?Have a.people-oriented management style with,
- Lots of communication;
- Open, and participatory. management;
Signal the employee that management is there to "help"
subordinates;
- Be acce.ssib,le;
- Create an environment allowing and insisting that people
use their imagination;
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?
..SUBJECT: In Search of Excellence (U)
- Praise and criticism must be done quickly and consistent
in_ its application;
- Instill trust;
- Insist on excellence, but not perfection, because the
latter is unattainable.
-- Do not be,.,s.o_ .f _e_rcely,n,competitive that the "average Joe"
fears t at an honest eight -houre fort, mediocre though
it may be, will be seen as sub-standard and a disgrace.
All Organizations need "workers", and not all can or
should be Chiefs.
0
MEASURE OF RESULTS: Though we are not a profit-oriented Organization,
guard against using this as a cop-out allowing ineptitude and
waste. Define "profit" as success of your mission to the Organization,
and operate as if "success" were dollars.
?Analyze failure as well as success. This allows learning
by mista e-well as by success.
?Ask the employees what they think.
?Ask the customers what they.think.
*Forced .i.nt.e_rna,l_:sharing of successes and failures among components
and Directorates without specifics, sources or methods, promotes
an Agency-wide understanding, appreciation and sense of pride.
?Compartmentation is an unavoidable hindrance in communications
among components, but communications must go anyhow--perhaps
in some sterilized way. Secrecy, on the other hand, is a
necessary hindrance and does not permit divulging successes or
failures to the public. To offset this restriction, and to
gratify the employees who contributed to the successes,
internal communications among the employees is more important
than ever. Remember, they cannot receive recognition in any
other way, even from the support sy_stems in their personal
lives such as the spouses, family and friends. The Organization
must be a surrogate to all of these, and serve as the support
system, that thanks and criticizes when appropriate.
STANDARDS
?Strive for excellence bv staying insatiable for excellence.
? ?Strive to be the best service in a world having other very good
intelligence services, and more coming all the time.
? Don'.t rest on laurels.
5f n rin I AI
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?
SUBJECT: In Search of Excellence (U)
?Provide above-average benefits to your above-average.. people.
Remember, they could have gone elsewhere to work, but chose
the excellence of the CIA as their employer.
TIA1
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ADMINISTRATIVE-INTERNAL USE ONLY
STAT
0
?
MEMORANDUM FOR: Executive Assistant, OC
SUBJECT: CIA Goals and Principles (U)
0 9 FEB 1984
PURPOSE: The Central Intelligence Agency is dedicated to com-
piling information to provide a picture of reality to better pre-
pare policy makers in their decision-making process.
ORGANIZATION: All organizations are complex social and tech-
nical systems. To the extent that the boundaries between these two
systems are managed is a measure of the success of the organization.
ETHICS: Every employee comes to work to do a good job. It is
the responsibility of management to insure that the norms,
standards, and purpose of the organization are communicated to
every employee.
PEOPLE: Organizations require employees with a variety of
skills, values, and philosophies. It is the responsiblity of
management to institutionalize forums for conflict, dissent, and
consensus.
MANAGEMENT: Management systems and tools (i.e. PARS, position
descriptions, etc.) are only as useful as the people who implement
them and the individuals who trust them.
MEASURE OF RESULTS: Quality is subjective. It is defined as
much by the producer as by the consumer. If individuals have a
sense of Quality when they work, their production will have aspects
of Quality.
STANDARDS: Standards for individuals and organizations are
norms to define minimum levels of activity and to provide a means of
ranking levels of activity. They do not define a quality product
and merely serve as a tool.
ADMINISTRATIVE-INTERNAL USE ONLY
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0
13 February 1984
MEMORANDUM FOR: Executive Assistant, OC
SUBJECT: CIA Goals and Principles - What Should They Be?
REFERENCE: Memo OC-M84-082, dtd 30 January 1984; Same Subject
In response to referent request, below is the Personnel Administration
Branch's views which we keyed to the outline and question asked.
...Purpose -
...Organization -
WARNING NOTICE
INTELLIGENCE SOURCES
OR METHODS INVOLVED
The Agency exists for the sole
purpose of providing the best
possible intelligence information
to assist the National Security
Council and ultimately the President
in effectively charting the course
of this Nation. At all costs, this
Agency should strive to be apoliti-
cal and should resist any attempt
to be used for political purposes
by either the President, his staff
or members of Congress.
We believe that the Agency's opera-
ting and support elements should
operate in full partnership with
each other, i.e., there should not
be a hierarchy of roles. It is our
considered opinion that if the
Agency expects to achieve the maxi-
mum level of effectiveness and
efficiency in its operations, suffi-
cent resources need to be expended
in terms of personnel and funding
within the Agency's support
elements. While we believe the
decentralized support system within
operating components is appropriate
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in its organizational concept, it i
essential that officers are made
part of the management team and th
the necessary information is shared
at an early stage to facilitate
rendering effective support.
It is our belief that there is an
...Ethics -
existant standard already defined
within the Agency which requires
the highest possible personal and
dard of its employees
Frequent review of the
y employees should inculcate
these standards within the
organi-
zation and strict administration o
deviations from the standard shoul
reinforce its applicability.
-
and benefits along with a rigorous
selection process tended to insure
the acquisition and retention of t
best employees. In recent years,
however, there appears to be a con
certed effort on the part of the
?
President and some members of
Congress to reduce salaries, curta
benefits (health insurance,
... People In previous years, adequate salari Agency's best employees will seek
allowances, etc.) and revamp the
retirement system. It is our
humble opinion that this has a
deleterious effect on employee
morale and is forcing many employe
to reconsider their options of re-
maining in the employ of the Agenc
We believe this is particularly
true of mid-level and senior
managers. It is also our consider
opinion that if the retirement
system is changed, to the extent
now being proposed, that many of t
employment in the private sector.
This could result in the Agency
being staffed with less competent
employees and with those who are a
the upper end of the age spectrum
who will not be affected by retire
ment age changes. In addition, as
2
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at
es
he
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he
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SUBJECT: CIA Goals and Principles - What Should They be?
the economy continues to improve,
the Agency's ability to attract the
best possible applicants will be
severly curtailed.
...Management - It is our belief that a partici-
patory management style is the most
effective for the Agency. It is
also our belief that not only should
responsibility be delegated to the
lowest possible level but also that
the authority to carry out these
responsibilities be delegated as well.
Too often supervisors and/or
managers are given responsibilities
but cannot effectively carry them
out due to the requirement of ex-
tensive and often unnecessary
coordination through many layers of
the organizational chain.
...Measure of Results - In the area of finished intelligence
or internal support, the consumers
should be consulted as to how well
our purpose has been accomplished.
Added to this and for the other
areas, there should be periodic
internal reviews coupled with IG
surveys to determine overall
effectiveness.
...Standards -
If we require and maintain high
suitability and professional guide-
lines for employees, particularly
in their initial selection and in-
sist on high ethical standards,
this should be sufficient for
individual or institutional
purposes.
CONFIDENTIAL
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10 February 1984
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MEMORANDUM FOR: Director of Communications
SUBJECT: CIA Goals and Principles - What Should They Be?
REFERENCE: OC-M84-082
Purpose: The purpose of the Agency is to collect intelligence
abroad in a timely and efficient manner, whether it is through man-
power or modern data collection devices.
Organization: Agency employees should be cordial, loyal and
exemplify the attitude. of "give and take", understanding that we
each have a job to do and cooperating as best we can with each
other on a timely basis to accomplish the Agency's goal. Yes, we are
organized to accomplish this task because Agency offices work closely
together with each other.
Ethical Standards: Loyalty, patriotism, integrity, character,
and intelligence are mandatory ingredients for a CIA employee. The
lifestyle of Agency employees are in some ways modified and can
cause a change in character.
People: Health Benefits - Health benefits are a thorn in the
side of most Agency employees while our counterparts in private
industry do not share this burden. The benefits change from year
to year causing the employees to explore and reexamine their poli-
cies annually. In most cases, the more expensive the policy the
more marginal the benefits. Therefore, the annual cost of living
raise obtained by Federal workers is wiped out by an increase in
health benefit costs.
Promotions - The promotion system has undergone much
criticism and will continue as long as employees feel that the
Peter Principle applies. This is where a person is promoted beyond
their qualifications. Comparison of companies like Boeing, IBM,
and Hewlett Packard draws more attention to the imbalance of fringe
benefits of Agency employees.
Training - Inadequate training in some cases causes
an employee to perform at a low level of competence. Therefore,
management should wherever possible allow a training period of at
least two weeks to insure a smooth transition.
ADMINISTRATIVE-INTERNAL USE ONLY
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SUBJECT: CIA Goals and Principles - What Should They Be?
The Agency prides itself in recruiting the best
qualified personnel, but in order to get the best, you must offer
the best. Inadequate health benefits, lack of promotions, and poor
training directly affects the retention of the best employees. The
level of responsibility and challenge ensures that we utilize our
employees to the height of their abilities.
Management: The style of management should be an open door
policy. All employees should be allowed to express their ideas and
opinions, whether positive or negative, and not feel as though they
will be penalized.
Measure of Results: The Agency's ability to acquire intelli-
gence abroad and not draw attention through the media is an indi-
cation that we are accomplishing our goal.
Standards: Individual standards should be to strive for
excellence and always endeavor to be above average in skills,
education, and training. The Agency, therefore, should seek these
types of individuals to achieve excellence in the collection of
intelligence.
ADMINISTRATIVE-INTERNAL USE ONLY
STAT
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FROM:
SUBJECT:
CIA Goals and Principles
REFERENCE: OC-M84-082 - CIA Goals and Principles
Listed below are the views and concepts of
members on what CIA's statement of goals, principles an
standards should be.
PEOPLE
Standard for personal and intellectual qualities for EOD's
need to be raised at all levels of entry, returning to the
higher standards adhered to in the past. It is understood,
however, that the Government is not perceived as offering the
incentives, i.e., salaries and benefits, being offered by the
private sector.
MEASURE OF RESULTS
When the Agency accomplishes its mission without publicity.
ORGANIZATION
1. Lack of communication between directorates, offices,
and staffs thereby creating confusion, duplication of effort
and thus a less efficient organization; i.e., the
"need-to-know" principle being used to the point of detriment
to the timely completion of the duties required.
2. Diverse standards now exist for automated registries,
use of Wang Alliance word processing equipm~~-t.i-rternal orders
and notices that are repetitive of HN's and______ personnel
standards for promotions, PAR ratings, panel guidelines; grade
positions for similar work performed.
ADMINISTRATIVE-INTERNAL USE ONLY
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SUBJECT: CIA Goals and Principles
ETHICS
1. Although the Agency attempts to recruit high-caliber
employees, there seems to be more acceptance of the lower moral
standards being accepted by society in general.
2. An atmosphere created to encourage creativity. The
concept "I have an idea": different than the process that has
been followed for the last ten years. The ability to allow
change to take place. 'Management style of allowing
communications to be openely expressed. More communication and
use of private industry management tools. Give especially
capable people a clear idea of the results you want to achieve
and let them develop the methods to achieve them.
STANDARDS
Loyalty, dedication, obligation, committment and
functioning as a team member in accomplishing duties.
STAT
ADMINISTRATIVE-INTERNAL USE ONLY
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9 February 1984
MEMORANDUM FOR: Executive Assistant, OC
SUBJECT: CIA Goals and Principles (S)
REFERENCE: OC-M84-082, dated 30 January, Same Subject (C)
In compliance with referent memorandum, attached is a "free
thinking" paper within the parameters of the request. (U)
Attachment: a/s
WARNING NOTICE
INTELLIGENCE SOURCES
AND METHODS INVOLVED
SECRET
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CIA Goals and Principles
Ideology is an exceptionally powerful force. People receive deep
gratification from it, suffer hardships for it and even die for it. To tap
this force appropriately and to use it successfully required great skill and
possibly some luck. The other world Super Power is a master in the play on
ideology and has a history of using its power to achieve its goals and
objectives.
By definition, for the purpose of this paper, ideology is, "...the content
of thinking characteristic of an individual, group or culture." 1/ It is
recognized in management circles that a company can have a culture--an
ideology. 2/ The Central Intelligence Agency could be well served by a well
articulated, sophisticated tapping of ideological power. In its infancy, and
as a follow on to the renowned Office of Strategic Services, ideological power
developed easily and naturally--simply, the best intelligence organization in
the world had to be built. It was. That ideology was the almost silent, but
powerful passion underlying every project, every operation and every
organization.
Since then many changes have occurred. As a nation we now freely admit our
loss of primacy in some respects. Intelligence, in the past has suffered at
the hands of the Congress and the media; hence, a powerful resurgence is
necessary.
Changes in organization are not enough. Our time tested organizational
structure is adequate, as would be many variations on the old theme. Devotion
to one, or a combination of the many articulated managerial styles will not
produce the needed impact, nor will new looks at standards, ethics or any
individual elements of the whole. Something is needed to undergird all of the
parts--to bolster all of them.
Another factor needing attention, is the perception of the Agency within
our society. We could well attempt to change our image thru ideological
means. The importance of intelligence to our society is no longer personified
in the image of a black cloak and an unsheathed dagger. Our worth would be
better reflected in our contribution to world peace and our indispensability in
avoiding a nuclear exchange--problems which touch everyone.
To meet the needs for resurgence and excellence within the Agency, and,
simultaneously, to improve our image in society, an offensive employing the
power of ideology is needed. No doubt the postal service thru its various
structures has benefitted immeasurably from its articulation, "Neither snow nor
rain nor heat nor gloom of night stays these couriers from the swift completion
of their appointed rounds." 3/ Not only did employees live by it, the public
1/ Webster's Collegiate Dictionary, 1979.
2/ Thomas J. Peters and Robert H. Waterman, Jr., In Search of Excellence, (New
York: Harper $ Row, 1982), pp. 103-104.
3/ This slogan started in the New York Post Office, caught on; then was spread
throughout the nation. (Consumer Affairs Office, US Post Office, Washington,
D.C.)
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SESREI
believed it and admired them for it. The four Directorates could benefit from
developing their own catch words or phrases; then manage so as to give the
slogans substance and reinforcement. Likewise the Agency could find a keystone
phrase for the apex. Properly done, such an effort could capture the
imagination, and support of worthy employees and offer guidance in the decision
making process--a move toward excellence. If we lived by a worthy motto/slogan
over the long term, we would take a significant step toward capturing the
admiration of our society.
Unless done well, better not do it at all. A deep study by experts coupled
with the finesse and sophistication generally attributed to "Madison Avenue"
must be joined to achieve success. The force and power of ideology lies out
there, dormant until successfully tapped. Let's tap it!
SECRET
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SUBJECT: CIA Goals & Principles - What Should They Be?
REFERENCE: OC-M84-082 dated 30 January 1984
1. We believe that the
establishment or stanzra agency is an excellent
idea. Such a statement would provide a formal philosophical
framework from which all Agency personnel can identify with and
use as a guide in their daily work. (C)
2. Although the establishment of standards may not come
easy, we believe it can and should be done. Once this is
accomplished, however, it is imperative that the concepts and
principles be adhered to by all concerned, at every level,
within the Agency. In our opinion, adherence is the key
factor. This is the key point made by IBM in its statement of
beliefs wherein is stated that "the most important single
factor in corporate success is faithful adherence to those
beliefs." In effect, IBM has established a recipe for
success. It is company adherence to the recipe, however, which
has established IBM's success and maintained its standard of
excellence. (C)
3. In developing the Agency's statement of beliefs we
believe strongly in the following points:
a. A standard of ethics that establishes and fosters
mutual respect between employees. Honesty and fairness is
essential. Managers and supervisors must take the lead in this
effort, respecting individuals for their abilities and ideas.
Employees must be made aware that many of them inherently view
difference, i.e., race, sex, experience, etc., in negative
terms and that is a root cause of many organizational problems.
b. Recruit the best possible people. Hiring
standards must be maintained. people should be trained and
developed in accordance with their abilities and the
requirements of their positions.
WARNING NOTICE-INTELLIGENCE
SOURCES OR METHODS INVOLVED
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C O N F I D E N T I A L
SUBJECT: CIA Goals & Principles - What Should They Be
c. Review the application of the term "needs of the
service." While this is certainly essential to the success of
the Agency's mission, it is habitually used too often,
sometimes without due regard to the "needs of the people." (C)
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C O N F I D E N T I A L
13 February 1984
MEMORANDUM FOR: Executive Assistant, OC
SUBJECT: CIA Goals and Principles (U)
PURPOSE - The Agency exists for the purposes of gathering
intelligence pertaining to the security of our nation. The in-
formation is passed to senior policy makers for their use in en-
suring the United States maintains a secure posture in the free
world.
ORGANIZATION - Although the Agency basically fulfills its
mission, its effectiveness is frequently hampered by bureaucracy
and compartmentation . Suggested methods for correcting the
situation are:
0
- Increased interaction between the different Directorates
and their employees, resulting in a decrease in duplication
of effort.
- Establishment of clearly defined priorities.
- Emphasis on teamwork directed toward the fulfillment of
Agency and not individual Directorate or Component goals.
ETHICS - In the interest of National Security, Agency activities
should be accomplished by an means as long as the sanctity of human
life is preserved.
PEOPLE - Suggested methods of acquiring and retaining qualified
employees are:
- The development of strong legislation to ensure Agency
employees receive benefits comparable to those of the private
sector.
Establishment of recruiting teams conversant in specific
career skills (i.e. professionals/clericals). (Recruit for
their respective career disciplines).
When selected for employment, employment conditions should
be carried through to retirement. (i.e. Agency/Employee
contracts should be adhered to.)
WARNING NOTICE
INTELLIGENCE SOURCES
OR NME T WOOS I`i/ni 1!c?
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SUBJECT: CIA Goals and Principles (U)
MANAGEMENT - A combination of participatory and directive
management practices may best service the Agency's needs. An
example could be the "We Concept" which in essence means, success
or failure is a collective rather than an individual endeavor. To
support this effort the free flow of information between subordinate
.and supervisor is a necessary ingredient.
MEASURE OF RESULTS - In the broad sense, the results can be a
measure of the timeliness and quality of intelligence products,
disseminated to senior policy makers, keeping them fully aware of
rapidly changing international affairs.
STANDARDS - The individual and institutional standards for
any intelligence organization are:
Professionalism
Dedication
Accountability both individual and
institutional
Reflection of Espirit De Corps
Honesty, trust and integrity within the ranks. (U)
? C O N F I D E N T I A L
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10 February 1984
SCA/NDP/NPIC
CIA GOALS AND PRINCIPLES
l: The cornerstone of the Agency's capability is talented, professionally
skilled, and highly motivated people. Therefore:
-- Hire the best, and make it a practice to hire at all levels, not just
entry levels:
-- Make the Agency an attractive place to work for the highly capable
people we want.
-- Give individuals responsibility throughout their careers and hold them
accountable for it; because people mature best, find career
satisfaction, build self confidence, and work hard to advance when they
are given real responsibilities.
-- Stress cooperation as key factor in individual and organizational
performance.
-- Pay the staff in accordance with their skills and contributions.
Specifically reward exceptional performance appropriately, as it occurs,
particularly of those who have accepted major responsibility.
-- Individually and corporately invest in a strong and well-managed,
career-long, educational program, and tailor it to each individual.
-- Give those whose skills have been diminished in value by professional
and technological advances a chance to find renewed value through an
educational investment.
2. The primary product is finished intelligence on which U.S. Government
leaders can or should act. Therefore:
The product must be clear and succinct.
The product should be structured and aggregated at an appropriate level
so as to support decision making by government authorities. It should
address the decision factors.
The product must be timely. Pre-release management review should
involve minimal layering and should be restrained in attenuating the
product with caveats and qualifiers.
There should be frequent, objective, post-release quality reviews.
Where possible, such reviews should assess whether and how well
government decisions or actions were supported.
Productivity of the producing organizations should be continuously
assessed. (Productivity and quality are usually correlated.) Focus
technological resources on the most productive.
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-- The product should be delivered and presented using state-of-the-art
information handling systems technology, providing both improved
timeliness and information content.
3. Preservation of National Security, the primary purpose of intelligence,
is strongly dependent on comparative national technological resources that are
applied to intelligence. Therefore:
-- Strive to maintain a clear technological lead in collection systems and
technologies. This requires knowledgeable prioritization and frequent
reassessment of progress and payoffs, versus investment.
-- Invest in the development of the analysis systems needed to exploit
fully the collection product.
-- Continuously advance the application of the communications and
electronic data processing systems and technologies to exploit fully the
efforts of agents, the interoperation and communication of collection
and analysis organizations, and the dissemination of the product.
4. The Agency must continuously and vigorously push to modernize, just as
must the private sector it serves. Therefore:
Individually invest on a continuing basis in personal, professional
growth.
Identify and invest in those technological elements which improve the
leverage on individual performance. Use prototypes of new technologies
and operational concepts, recognizing that occasional failure is a
concomitant of success.
Strive to minimize management layering.
Recognize that the increasing skill demands of advancing technological
systems will push the agency towards an increasing staff skill level and
individually and corporately plan accordingly.
Individually and corporately involve the Agency staff in the
modernization and quality control processes.
5. The cornerstone of the value and acceptability of an intelligence agency
to a free society are its individual and corporate loyalty, values, and courage.
Therefore:
-- Recognize in our corporate affairs the absolute primacy of national
loyalty and personal values over personal loyalties and the desire for
personal gain.
-- Recognize that loyalty and values are worthless without the courage to
act in their light.
-- Strive for fairness and a generosity of spirit in our internal affairs.
? -- Continue to stress security, both individually and technologically.
Consider the security investment as a proportionate part of the human
and technological investments and always make it.
STAT
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OD&E-0112-84
6 February 1984
MEMORANDUM FOR: Executive Assistant, OC
SUBJECT: CIA Goals and Principles (U)
REFERENCE: OC-M84-082, dated 30 January 1984, Same Subject
1. The following input, in response to the reference, does not
attempt to "cover the waterfront"; it is, rather, an effort to put
forth certain specific ideas which come to our minds which, in
combination with other inputs, might represent a reasonable
compilation of thoughts on the subject. (U)
2. Purpose - The purpose of the Agency should be to apply as
effectively as possible all of the tools available to an
intelligence organization in support of the national policies of the
United States and the best interests of its citizens, wherever those
may lie, with the first priority being given to ensuring that the
nation need never fight a war and, most assuredly, never lose one.
(U)
3. Organization - The support elements of the Agency should be
tied very closely to the operational elements being supported;
mechanisms should exist to ensure that national policies, in the
form of the goals of the Agency and its operational entities, are in
fact what the support elements are supporting; there should be no
other reason for the latter's being. In the process of
rank-ordering national and Agency priorities, especially where there
is a consideration of cost versus benefits, support costs to be
incurred in behalf of a particular program or objective should be
identified and included in that consideration, with the end result
that support funding not lag seriously behind operational funding,
and that the support elements not be overtaxed nor their personnel
overstressed. (U)
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SUBJECT: CIA Goals and Principles (U)
3. Ethics - The Agency and all of its elements and personnel
should be expected and compelled to perform their functions with
honesty and integrity; the emphasis should be placed, however, on
function rather than form, on performance rather than appearance;
unrealistic written ethical codes often serve to hamper performance
without truly addressing organization or individual integrity. (U)
4. People - The Agency must be seen as an interesting,
challenging and rewarding place to work. Bureaucratic functions not
essential to, nor contributing to, the Agency's goals, must be
minimized to the maximum possible extent. All employees at all
levels should be kept aware of the Agency's goals and should be able
to see how their individual efforts contribute to same. Reward
should be based strictly on contribution. Decision-making authority
should be positioned at the lowest reasonable organizational level -
i.e., at the level of greatest competence on the issue at hand.
Responsibility should be accompanied by authority. Benefit
contracts, expressed or implied, e.g., retirement annuities, should
be able to be relied upon and not subject to the periodic whim of
congress or the executive. (U)
5. Management - Our management style should be goal-oriented
and participative with, as noted above, minimal bureaucratic
procedures and hierarchy, with responsibility and authority in
tandem, and with decision-making authority at the level of
competence. (U)
6. Measure of Results - The best measure of our performance is
the degree to which we serve the needs of our customers elsewhere in
the government and the best interests of the American people, as
known by each of those - not as perceived by ourselves. (U)
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SUBJECT: CIA Goals and Principles (U)
7. Standards - Very simply, our individual and institutional
standards should be to do our jobs to the best of our ability and,
where that falls short of the need, to replace the individual or
component. (U)
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ADMINISTRATIVE - INTERNAL USE ONLY
STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose: This Agency is responsible for the collection,
organization and evaluation of international intelligence on
a continuing basis. It is our further mission to provide the
leaders of our nation with timely and accurate analysis of such
intelligence reporting.
Organization: The success of our organization can be gauged
by the degree of cohesiveness and sense of common-purpose which
exists between those elements which comprise it. Within our
Agency's structure, it is essential that there be a mutual
respect for each other's role in attaining the collective goals
of CIA. A common purpose must exist between (a) the collection
elements and the analytical elements, (b) the collection
elements using different techniques, and (c) operations
and support personnel.
Ethics: The very nature of our work demands the highest
personal integrity of our employees and the highest corporate
integrity of the Agency. The reliability of the intelligence
which we generate is directly dependent on the manner in which
we conduct ourselves.
People: The crux of the Agency's existence rests with the
people which it employs. Our people must reflect today's
society and effectively achieve tomorrow's goals. It is
essential, therefore, that the individual employee be treated
in fair and equitable terms, that they be challenged to excel,
and that we provide the means by which professional goals might
be accomplished. People will assure the continued success of
our Organization's efforts.
Management: Leadership techniques should present dynamic --
yet realistic -- challenges to the individual and, at the same
time, reward characteristics such as unusual motivation and
resourcefulness which enhance the attainment of organizational
objectives.
ADMINISTRATIVE - INTERNAL USE ONLY
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA (Continued)
Measurement of Results: In a unique governmental structure
such as our own, it is not necessary to canvass those we serve
for opinions as to the CIA's effectiveness; unsolicited
feedback is bountiful. We maintain the posture of the best
intelligence organization by responding positively to America's
needs by meeting our customer's requirements and by constantly
improving our product. To do this, we must constantly refine
the methodology and technology by which intelligence is
derived.
Standards: The swift-moving technological advancements of our
time, coupled with society's changing mores, demand that we
strive -- individually and as an organization -- to develop
and polish our professionalism. In the course of meeting
these personal and corporate objectives, we must consistently
demonstrate distinguishing traits which will reflect an
honorable image of ourselves, the Central Intelligence Agency
and our Nation.
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