THE FOORD REPORT: DI RESTRUCTURING OPTIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP98-00412R000300010006-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 27
• Document Creation Date: December 22, 2016
• Document Release Date: January 20, 2012
• Sequence Number: 6
• Publication Date: July 13, 1994
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2012/01/20: CIA-RDP98-00412R000300010006-0
Presentation to DI Corporate Board
13 July 1994
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In a time of geopolitical uncertainty and sharp
cutbacks in U.S. defense spending, the flexibility
and foresight provided by good intelligence
may be America's most important foreign policy.
and rlafAncp a-Qcpt in comma years.
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Agenda
^ Presentation
- Marching Orders
- Process
- Goals for a New Structure
- Three Options
- givens
- structure
- features
- pros and cons
- A Fourth Option
^ Discussion
^ Next Steps
,
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^ Orders revised, time trame snortenea; asKea to aqj.ver pros
Marching Orders
^ Examine new organizational concept that will provide:
- flexibility
- flattening
- relative increase in number of analysts.
^ Take two months to review resource bases, mission and
customers, and outside factors.
and cons of:
- a lean DI
- a "super-office" concept
- a matrix organization.
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Process
^ Began with review of how we do business:
- tasking and production
- allocating resources
- managing people
- providing support
- defining core values.
^ Concluded:
- resource.allocation not closely linked to subshntive
- need an inventory of what skills we nee or the future
priorities
- structural change alone will not result/in desired
behavioral and cultural changes.
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- need for more corporate decisionmaki
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Goals for a New Structure
? Match structure to lower personnel numbers.
^ Better respond to changing customer needs.
^ Improve corporate approach to resource allocation.
^ Ensure core competencies.
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Common Features of All Options
^ Require priority setting and resource allocation by
Corporate Board.
^ Push substantive authority and responsibility down;
accountability remains with senior management.
^ Preserve both regional and functional capabilities.
^ Eliminate need for structural symmetry.
^ Point to need for systematic assessment of DI stra
direction.
Expect disruptive impact on personnel.
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Lean DI--Givens
^ Maintain basic architecture.
^ Reduce number of Offices.
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Lean DI--Structure
China
Russia
Africa
. Economics
Japan
NIS
L. America
Markets
SE Asia
W. Europe
Arab-Israel
Resources
S. Asia
E. Europe
Persian Gulf
Koreas
Leadership
Leadership
Leadership
S F r. RT'r
NBC
We l'ons
T inology
oliferation
Ops Center
Production
Pres. Support
Collection
Info. Mgt.
ADP Customer
Service
Info. Planning
Methodology
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Lean DI--Pros and Cons
^ Pros
- Familiar structure.
- Easy to see transition.
- More resources per Office.
- Fewer Offices help corporate decisionmaking.
^ Cons
- May just give illusion of flexibility.
- More disruptive than appears
- winners and losers
- merging Office cultures could create p
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Matrix--Givens
^ Sets up dynamic system for allocating resources to complex
issues.
^ Requires multidimensional communications.
^ Relies on teams, but single issue manager has substantive
responsibility.
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Matrix--Features
- Centers and Task Forces continue as now. `
^ Structure:
- Six Directorate-wide Career Services based on analytic
disciplines.
- Issue Managers for both core and short-term work.
- Multidisciplinary teams cover analytic issues.
- Teams vary in size and structure to fit problem.
- Corporate Board (DDI and Career Service he's) set
- Support Career Service oversees Directate-wide needs
substantive and resource priorities.
for information technology, etc.
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Matrix--Features (continued)
^ Substance:
- Issue Manager is senior substantive officer.
- Issue Manager is responsible for formulating yearly
substantive and resource plan for Corporate Board
approval.
^ Personnel Management:
- Career Service heads responsible for ensuring exp ise
- Evaluation (PARs) would be based on 360degree
and for staffing issue teams.
process.
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Matrix--Pros
^ Flexible structure responds to changing substantive needs.
^ Facilitates sharing of human resources.
^ Eliminates layer of review and allows issue manager to
focus on substance.
^ Rewards analytic expertise; encourages development of
management skills.
? Demonstrates clear change.
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Matrix--Cons
^ Personnel management more complex.
^ Time consuming--frequent meetings and conflict resolution
sessions.
^ Participants need extensive training.
^ Confusion over dual authority.
^ Difficult transition. A.::Q.....
^ Matrix management not necessary for bulk of anal alit
activity. .
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Super Group--Givens
^ Significant reduction in number of components.
^ Senior managers focus on setting priorities and resource
levels.
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Next 1 Page(s) In Document Denied
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- develops and manages programs to maintain p
Super Group--Features (continued)
^ Personnel Management:
- ADD for Human Resources and Plans
- acts as Directorate's comptroller
- establishes and monitors compliance with Directorate's
evaluation standards and career board procedures
- serves as chairperson of assignments panel
- facilitates and guides cultural and org~'iizational
competencies and corporate values
- administers Directorate's diversity progr
change.
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Super Group--Pros
^ Streamlines and flattens organization without undercutting
already effective work processes.
^ Adapts readily to fast change in an unstable environment
- increases operational flexibility through broadened role of
Corporate Board
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- increases flexibility through larger units.
^ Familiar lines of accountability.
^ Increases analyst to manager ratio by significap?tiy reducing
^ Establishing ADD for Human Resources a Plans stresses
importance of managing and developing pfbr people.
senior management positions.
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Super Group--Cons
? Managerial span of control may be too broad.
? Expanded role for each management level requires
behavioral and cultural change.
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A Fourth Option
^ Commit to a reorganization, but defer decision on structure
pending:
- a strategic review of the DI's
- customers
- products
- services
- the outcome of ongoing discussions regardng broader
inter-Directorate or Community-wide reo .. anization.
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- core competencies
- community relationships
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Fourth Option--Pros
- Minimizes disruption for DI personnel during perio
^ Pros
- Recognizes that a zero-based review of the DI's roles and
functions is essential in the post-cold war period.
- Responds to--and gets ahead of--criticism in Congress
and larger society calling for a new strategic vision of
national intelligence.
uncertainty.
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Fourth Option--Cons
^ Does not respond to need to show collapsed DI
organization immediately.
? Does not take advantage of opportunity now to make
existing DI structure more flexible.
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Values to Guide Any Transition
^ Maintain open and continuous communications; listen.
corrections.
^ Step back for frequent sanity checks and +: id-course
eopie and disrupting work.
^ Devote time to managing change, avoiding str 's on our
^ Pay attention to views of Hill, policy consumers, etc.
^ Consult with colleagues in other Directorates.
^ Keep the focus on ways to enhance quality work.
^ Ensure open selection processes.
^ Maintain commitment to diversity.
^ Pay attention to impact on all our people.
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