Security agencies across the world are discovering that traditional approaches to intelligence gathering are no longer valid. Here, Patti Anklam and Adrian Wolfberg describe how the US Defense Intelligence Agency rebuilt it's knowledge sharing processes using peer networks, mentoring and back-to-basics knowledge processes. Increasingly, many nations' security agencies are discovering that traditional approaches to intelligence gathering and analysis are constrained by structures and cultures that evolved in the cold war era. As these agencies struggle to more rapidly collect, process and act on key bits of intelligence - a capability many describe as being able to surge to a problem - they are finding a need to organize and assess work differently. In this article we describe a series of efforts undertaken to help transform the Defense Intelligence Agency (DLA) and pay particular attention to the new and growing role of organizational network analysis (ONA) in creating a more adaptive culture. By making seemingly invisible interactions visible, change agents have an entirely different means of driving targeted and more effective change programs.
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