2. IDEAL ENVIRONMENT: INDIVIDUAL AND ORGANIZATIONAL LEARNING. I want us to have an ideal environment in which people can work, learn, change, and develop.

• In an ideal environment, people can make mistakes and survive, debate issues, and exchange information and ideas.
• An ideal environment enables human beings to grow in competence.
• An ideal work environment changes because of feedback. In such an organization, people are confident and often ask: Should we be doing this? Is there a better way? Why do we do things the way we do?
• People in a learning organization learn best from doing, then sharing their experiences and ideas with others; they develop networks and always seek and gain access to information; they strive to develop their intellectual capabilities.
• Leaders in a learning organization help subordinates learn. All leaders take an active interest in and direct roles for the intellectual development of their subordinates, regardless of circumstance.

3. WHAT WE'RE ALL ABOUT: THINKING. Analysts are inquisitive. Analysts always have mysteries or pursue unanswered questions. Analysts are thinkers. But good thinking isn't confined to analysts. I expect all people to think effectively and improve their ability to think in all kinds of situations.

• It's a rare person who's born with superb analysis and synthesis capabilities. Thus, analysts must continuously work to improve their thinking capabilities.
• Analysts must learn to SYNTHESIZE so they can use the results of analysis, develop relationships, and evolve to a higher level of meaning in their thought processes. In the intelligence business, analysts must learn to synthesize apparently related as well as disparate bits and pieces of information because a capable enemy will present only isolated bits and pieces of information. When synthesizing, analysts continuously ask: What do these pieces of information mean? How do these pieces of information relate? What are the implications from my analysis and synthesis? What piece of information do I need to establish a relationship?
• Analysts must think holistically, seeing how combinations work and how things relate even when seemingly disparate. Patterns and aggregations of things and events become common in such an approach. At our level of operation, we must be able to see the whole of South Korea and of North Korea, the surrounding seas, surrounding countries, relationships with the United States and other world powers, combined operations, U.S. joint service operations, and so forth.
• Through good thinking, we can predict enemy behavior, intentions, capabilities, and vulnerabilities. We can develop good thoughts on rationale for enemy intentions, and we can use our thinking capabilities to go through wargaming mental exercises to help avoid surprise. We can never become complacent in our thinking - thinking we know truth, when often truth changes frequently.

4. ORGANIZATIONAL VECTOR: OPEN, CREATIVE, ADAPTIVE. As an organization standing on the threshold of the 21st century, we can't afford to bind ourselves to a bureaucracy totally accentuating and upholding the status quo.

• We need to exchange ideas among ourselves. If people think they have a better way of doing things, they need to bring forth the idea. Virtually nobody can say for certain to know the truth. We need to be receptive to the ideas of all people. I want all of us to exchange ideas openly, freely, without fear.
• We can't afford to allow existence of the notion that rank equals brains - intellect is rank-independent. Some of our brightest and most creative people are junior in rank. Their brightness and ideas are as valuable as any others. They simply haven't had the time to expand and temper their ideas with understanding gained through experience.
• We must have an environment where we can disagree with each other, discuss issues, and respect others' viewpoints.
• Bad news doesn't get better with time. Thus, we need to address bad news, inevitable in any organization, openly and promptly.
• We must be creative in our approaches to problem solving -- we need new ideas to enable us to become better and adapt to the blowing wind of change that affects our work, and our lives.

5. COMMUNICATIONS: LIFE-BLOOD OF INTELLIGENCE. Our analysis and synthesis is for naught if we can't move it to warfighters in time to be relevant. Communications and intelligence closely relate -- communications provide PATHS TO MOVE INFORMATION and intelligence provides MEANING THAT TRAVELS OVER THOSE PATHS. Many forms of communications exist; we must know and exercise all to overcome the adversity of a failed primary or alternate route. We must aim for having a primary route plus at least three alternate routes. We must develop very close relations with those who control communications, and we must exercise ALL ways of moving information frequently.

6. AUTOMATION: A TOOL TO HELP US THINK. Automation is a work aid -- nothing more, nothing less. In its simplest state, automation helps human beings think. The world of automation has software applications and hardware intertwined in a complex process that helps us manage, manipulate, exploit, and track information resident in data.

• Automation isn't the end-state of our efforts in the intelligence business. Yes, I want people proficient in calling-up applications, wiring machines together, and developing the kind of graphics we need for presenting our ideas and information most effectively. But I want all of us to recognize automation for what it is -- simply a tool to help us think. With automation, we can manipulate and sort large amounts of data, correlate it, and produce graphics of stunning complexity and magnitude.
• We all must train to gain proficiency with the machines and we'll do so. But on a parallel path, we must work hard to develop our intellects and our thinking capabilities; the machines will help us in this quest. Because automation involves very complex psychomotor skills, we must devote time for our people to become proficient. Our turnover compounds the challenge; thus, we must be able to take in new people and help them learn rapidly. We must have an effective system to do so.
• We'll increasingly push intelligence products in graphic form and, correspondingly, we'll have to work very hard to ensure we have substance brought about through good thinking to back up the picture.

7. BASICS: FUNDAMENTALS OF OUR PROFESSION. We must never forget the absolute requirement to know basics of our profession.

• We need to know and understand what collection systems can and can't do.
• We need to know fundamentals of intelligence preparation of the battlefield (IPB) and how IPB relates to designing and executing intelligence synchronization, creating combat power effects, and coupling killing systems with information.
• We need to know the basics of threat in great detail -- order of battle, doctrine, tactics, weapon systems, communications systems. We must know the context in which we'll fight -- terrain, weather, history, national ethos.
• We must know the fundamentals of U.S. communications and automation. We also must know and understand fundamentals of friendly doctrine, organization, and equipment so we can relate them to our adversaries.

8. SYNERGY: AVAILABLE TO THOSE WHO SEEK IT. Synergy enables enormous power of all kinds to spring forth. Synergy is, by definition, a condition where the whole is greater than the sum of its parts. We must create synergy through using combinations of people, things, and thoughts.

• A collection manager creates synergy when working guardrail common sensor (GRCS) with the U-2 ASARS. Taken alone, each system is very capable. When working together in a tipping and cueing role, their combined capabilities greatly increase and enhance their power. Very quickly, the collection whole is indeed greater than its parts.
• People working together in work groups create a type of synergy. Each person is a wonderful, complex, mysterious human being. When we combine people in a matrix work group to solve a thorny problem, an intellectual synergy develops and becomes awesome.
• Thinking presents yet another example of synergy we'll engage in. When analysts study problems and put their thoughts in a paper, we'll murder board the thoughts and provide insights from several minds. We'll turn analysis into synthesis in which we discern relationships and determine a higher level of meaning than what mere analysis would yield. Then, instead of just written words, we'll build a package with words, graphics, and photos to take a synergistic approach to presenting information to our consumers.

9. OUR REASON FOR EXISTENCE: PROVIDE MEANINGFUL INFORMATION TO OUR CONSUMERS. We must work hard to satisfy the needs of those who use our information. We must strive to interact with recipients of our information and intelligence and adjust content or presentation to satisfy consumers.

• We must strive to answer warfighter priority intelligence requirements (PIR). We must suggest to our commanders PIR in the absence of their guidance. We must work to solve combined and joint warfighter's PIR. We must work to answer warfighter PIR on- and off-peninsula.
• We must use all our intellectual and physical energy to provide warfighters the right kind of information, with the precision and timeliness they require, in the form they want.
• We can't ever ignore information requirements of one level of war at the expense of another level of war - levels of war relate and we can't view them in isolation.
• We must always tie everything we do to information requirements of warfighters.

1. TEAMWORK: IMPERATIVE FOR SUCCESS IN ANY ENDEAVOR. We can't do things effectively in isolation or without being concerned for the welfare of others. Specifically, we lose an immense source of power if we don't learn to operate as a team. Moreover, we can't hope to achieve synergy if we operate in isolation, not trying to conduct our activities and energies with a well-defined and purposefully constructed sense of harmony.

As individuals or as members of organizations, we'll always operate with others and within a multitude of contexts. In our case, we'll operate with our ROK counterparts in combined operations and within a U.S. military joint context. The object in these relationships is working in harmony, accentuating strengths, and minimizing weaknesses. We have to learn about differences among us, bypass or get over those differences, overcome obstacles to teamwork, and develop an effective team. We must have close relationships that cut across cultural biases and service ethos lines in armistice because we'll be stronger for it in crisis and conflict. Every day I hope each of us does something to improve relationships with ROK or U.S. joint counterparts.

11. HUMAN BEINGS: OUR GREATEST STRENGTH. We will work very hard to accomplish our mission with the highest standards of excellence. Regardless of the relentless pace of our lives and the hard work we perform, we can't ever lose sight of caring for people. We need to ensure, absolutely, that our people learn, get their promotions, get recognition for doing well, and get a sense of accomplishment and satisfaction from their work. We must help each other grow intellectually, and help each other during the difficult times that will come to each of us; we must treat each other with dignity and respect; we must watch out for each other on and off duty. We must ensure that our subordinates have a good place to live, work, eat, and play. We must have an environment of integrity and caring - we always tell the truth; we don't equivocate. We must be proud of who we are and of what we're doing.

12. INFORMATION REVOLUTION: ONE OF THE MOST MOMENTOUS CHANGES IN HISTORY. We can't fear change. Arguably, change makes most of us uncomfortable. We like the status quo because we get accustomed to accomplishing our tasks in certain ways, and we like our environments to be without perturbation. Regardless of our likes, change is upon us and we must act. We can take two paths. The first is the path of status quo - resisting change, arguing for the way we've always done it, being leery of and resistant to new ideas.