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Understanding Intelligence Community Innovation in the Post-9/11 World

A significant investment has been made in, and a transformation achieved of, the United States Intelligence Community (IC) in the wake of 11 September 2001 (9=11). But where is all this growth and investment heading? On the macro-level is the level of reactive adaptability to change that occurs when institutions are confronted by new forms of external threats and obvious failures. The other side is how to proactively, and in a controlled fashion, promote pluralism and innovation in order to create an agile and successful organization able to continuously adapt its business processes to the development of society and targets. A subtle, yet important, difference lies in the distinction between change and innovation. Change is most often something imposed upon an organization, especially in the wake of an obvious failure, while innovation, which can be internally driven, is a process of fine-tuning the system in order to meet evolving or anticipated challenges. Although the focus here is about change and innovation in the intelligence system as a whole in the United States, the comments are equally applicable to the system at the organizational level. A particular focus is on the dynamics within each stovepipe—not between—as no good record is available of