Vanguard Magazine

Afghanistan, the complexity of the multiple missions that followed, or the emergence of new capabilities and technologies, the de- mands placed on the Defence Intelligence Enterprise (DIE) increased exponentially, outpacing the growth of the intelligence function. The DIE is spread across multiple Level 1 organizations across DND/CAF and lacked the processes and governance to reach its' potential as an effective and effi- cient enterprise. Technology is also chang- ing quickly, and the DIE was falling behind both allies and adversaries in leveraging the advantages offered by evolving collection capabilities and 21st century data. The DIER seeks to align and structure the DIE to maximize its existing resources, improve governance, and integrate force development initiatives, develop the means to better leverage information technology, and invest in critical collection capabilities. Inside DND/CAF, the end state is a fully integrated, collaborative, and cooperative DIE capable of servicing strategic to tacti- cal decision makers, able to provide sound defence intelligence to the Government of Canada for the formulation of policy. At its core, the DIER is a strategic change management programme. It will be syn- chronized with other DND/CAF initia- tives outside of the intelligence function and continue the evolution of Canadian 22 DECEMBER 2021/JANUARY 2022 www.vanguardcanada.com INTERVIEW Forces Intelligence Command (CFINT- COM) Headquarters to integrate the DIE. One of the first major initiatives of the DIER is the implementation of a strate- gic-operational intelligence fusion centre. This fusion centre will also improve link- ages with Allies and other Government Departments. Future initiatives include es- tablishing relationships with industry and academia and addressing technology chal- lenges over the next two years in the areas of capability development, innovation, and research and development. Q How constrained or how enabled is the Canadian DIER by the digital transformation capabilities and efforts: of other GoC intelligence agencies; of the Five Eyes intelligence agencies; or the CAF's Digital transformation and C4ISR initiatives? MGen Wright: Digitalization and Digi- tal Transformation are key aspects of the DIER. Strategic competition occurs across a wide spectrum, with much of it occurring rapidly in the information environment. The analogue DIE must evolve into a digi- tal DIE which will allow DND/CAF to op- erate, adapt and evolve at the speed of rel- evance required to meet the Government's needs. There is also an imperative to keep pace with Allies and partners, not only for interoperability but also to remain relevant and useful by being able to operate at the higher tempo that can be enabled by digi- tal processes and collaboration. For these reasons, the DIE must manage, guide, and develop its own digital transformation within the larger framework of DND/CAF digital transformation, all while maintaining alignment with Allies and partners. This will entail a significant change in our organiza- tional culture, our workforce composition, in our operating models and processes, and in our employment of technologies. Q Do you see a capital project, or an enabling digital transformation program emerging out of the DIER and placed into the Defence Services Program? MGen Wright: While the DIER features several "Rapid Implementation Initia- tives", many of which are now underway, the nature and complexity of other opti- mization measures are such that to imple- ment them successfully will likely require capital Projects or programs. Q How do you see knowledge and skill requirements of those who consume intel – Commanders and staffs – and the classic "Int Op" trade and Int officer classification evolving as a result of the review and the decisions and direction to come? MGen Wright: Prior to launching the DIER process, consumer expectations had already changed, and CFINTCOM needed to adapt. Our leaders operate in a fast-paced, highly dynamic and informa- tion rich environment, and their time is precious. A few years ago, we moved away from producing lengthy written intelli- gence assessments. Our analysts still have deep subject matter expertise, but the way we deliver intelligence is clearer and more concise. We also use visuals and graphics to help explain the key elements of an issue to better support senior decision makers. Inside the DIE, we will need an opti- mized DI workforce with the diversity of skills, experience, education, and talent necessary to manage DI activities, collect, produce, and disseminate intelligence. This DI workforce must also be one that embraces and lives "digital" and constantly pursues innovation. As previously men- tioned, working with the private sector and academia will be important. One of the first major initiatives of the DIER is the implementation of a strategic-operational intelligence fusion centre. This fusion centre will also improve linkages with Allies and other Government Departments.

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