NRO APPROVED FOR RE SE_ .trk rr t-11 , 25 September 2014 f3k --: 

DIRECTOR, PROGRAM A PERSPECTIVE 

• REVIEW OF THE PROBLEMS? 

• WHAT WE DO RIGHT? 

• WHAT DOES THE BOSS WANT? 

• AN ALTERNATIVE 

- SECI1ET 

Handle Via BYEMAN Control System Only 
STATEMENT OF THE PROBLEM 

• IMAGE OF THE NRO IS TARNISHED (PERCEPTION) 

SYSTEMS ARE "GOLD PLATED", NOT SURVIVABLE 

- PROCESS IS UNRESPONSIVE 

- ORGANIZATION IS ALOOF/ARROGANT 

- HIDE BEHIND SECURITY 

• CONSTANT ENCROACHMENT IN CHARTER 

- GROWING INTEREST IN USE OF SPACE 

- EXISTING DISTINCTIONS NO LONGER SUFFICIENT 

• DNRO LACKS AUTHORITY 

- MAJOR DECISION MAKING DIFFUSED 

- EXCESSIVE BITTERNESS IN COMPETITION 

Handle Via BYEMAN Control System Only 
NRO APPROVED FOR RELEASE 

25 September 2014 

INTERNAL MANAGEMENT ISSUES 

• LACK OF DIRECTION/CONTROL OF THE DNRO 

- AUTHORITY TO EXECUTE 

- NO MANDATE FOR CONSENSUS 

- INDEPENDENT CHANNELS TO CHALLENGE DECISIONS 

• LACK OF A SENSE OF SINGLE IDENTITY FOR THE NRO 

- CUT-THROAT COMPETITION FOR BUDGET 

- INSUFFICIENT CROSS PROGRAM COMMUNICATION 

- NO INTEGRATED POSITION IN WORKING INTERFACES 

- NO CENTRAL PLAN FOR PROGRAMS/R&D 

• STRUGGLE BETWEEN STRONG SPO VS. STRONG HEADQUARTERS 

SECRET handle Vii BYEMAN Cont:ol 09iv 
NRO APPROVED FOR RELEASE 

25 September 2014 

EXTERNAL MANAGEMENT ISSUES 

• LACK OF AN INSTITUTIONAL APPROACH TO -THE CUSTOMER 

PRIORITIES IN DCI GUIDANCE 

SUPPORT TO MILITARY OPERATIONS 

• LACK OF END-TO-END RESPONSIBILITY 

- SPLIT RESPONSIBILITY WITH NSA, NPIC. DMA. . . 

SYSTEM LEVEL DECISIONS DIFFICULT 

CROSS SYSTEM DECISIONS ALMOST IMPOSSIBLE 

• STRUGGLE BETWEEN NRO AND NSA FOR CONTROL OF SIGINT 

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NRO APPROVED FOR RELEASE 

25 September 2014 

010681100405 

WHAT DOES THE BOSS WANT? 

• LONG TERM VISIBLE CHANGE TO NRO 

•

INTERNAL, PREEMINENT, IN-HOUSE CAPABILITY TO CREATE 

ARCHITECTURE AND ASSESS CROSS-SYSTEM PROBLEMS 

• EXPAND MISSION IN AREA OF MILITARY OPERATIONAL SUPPORT 

Handle Via BYEMAN Control System Only 
NRO APPROVED FOR RELEASE 

25 September 2014 

01068801-002 

NEAR TERM MODIFICATIONS 

• OVERHAUL MILITARY OPERATION SUPPORT CONCEPT 

- SEPARATE OFFICE REPORTING TO DIRECTOR 

- PLANNING AND EXECUTION FUNCTIONS 

- CONTROL EXERCISE BUDGET 

- LOCATE IN PENTAGON 

- BALANCE OF SYSTEM ANALYSTS, DOERS. AND WARFIGHTERS 

Handle Via BYEMAN Control System Only 
NRO APPROVED FOR RELEASE 

25 September 2014 

01068801-003 

DOWNSTREAM ACTIONS 

• CONTINUE TO ASSESS NRO EFFECTIVENESS AND NEED TO 

RESTRUCTURE/REGROUP PROGRAMS 

• AGRESSIVELY PURSUE THROUGH NEW ADMINISTRATION ACCEPTABLE 

MANAGEMENT (TURF) INTERFACES WITH NSA 

• RECREATE EXCOM 

SECRET Handle Via BYEMAN Control System Only 
NRO APPROVED FOR RELEASE 

25 September 2014 

01068881-004 

PROBLEMS THE "SCHOOL SOLUTION" DOESN'T SOLVE 

• INDEPENDENT CHANNELS AND END RUNS 

• STRUGGLE FOR CONTROL WITH NSA 

• FULL-TIME DNRO 

• IMPROVED DECISION PROCESS ABOVE DNRO LEVEL 

• APPROACH TO INTEGRATING ARSP INTO NRO 

Handle Via BYEMAN Control System Only 
NRO APPROVED FOR RELEASE 

25 September 2014 

01068801-005 

NEW, MAJOR PROBLEMS CREATED BY "SCHOOL SOLUTION" 

• SEVERE WEAKENING OF SPO'S 

- SEPARATION FROM PILLERS AND POOLS OF SUPPORT 

-- CONTRACTING 

-- SECURITY 

▪ R&T 

- PROHIBITION OF DIALOG WITH USERS WITHOUT CHAPERONE 

- INCREASED LAYERS FOR REQUIREMENTS FLOW 

• INCREASING DNRO WORKLOAD 

- CROSS PROGRAM DISPUTES (5 vs 3) 

- SPO vs SUPPORT DISPUTES 

- NO FIELD MARSHALL OF BOOSTER AND LAUNCH ACTIVITY 

• LOSS OF MILITARY MOTIVATION/DEDICATION 

- PURPLE-SUITING ONLY WORKS ON STAFFS 

- WEAKENING OF SERVICE OR UNIT ESPRIT de CORPS 

- TRANSITION TO RENT-A-BAY APPROACH 

- CLOUDED CAREER PATTERNS 

• TECHNOLOGY TRANSFER WEAKENED 

- SPO'S INSULATED FROM EXPERIMENTS/PROTOTYPES 

Handle Via BYEMAN Control System Only 
NRO APPROVED FOR RELEASE 

25 September 2014 

o RECORD OF SUCCESS IN COLLECTION 

- Emphasis shifts to studies and new business 

o HIGHLY RESPONSIVE CONTRACTING WITH HIGH INTEGRITY 

- The head of contracting works for a Chief of Staff - He is 

more remote from execution elements 

o STREAMLINED MANAGEMENT - EXECUTION/RESOURCES ARE DELEGATED TO 

WORKING LEVEL 

- Strong tendency to hold this at higher level in consolidated 

headquarters 

o HIGHLY MOTIVATED WORK FORCE -- THE MISSION IS #1 

- Probably hurt by purple suit and multiple organization 

coordination (L:e., interoffice wargame) 

o QUICK REACTION FEEDBACK 

- Additional levels plus more horizontal-coordination required 

o POSITIVE RELATIONSHIP TO INDUSTRY 

- Additional distances to contractors; additional complexities 

in "who runs future concepts"; more "distance" between 

contractor and key decisionmakers 

o PROGRAM DEFINITION PROCESS HAS FLEXIBILITY 

- More structure adds confusion; future system definition 

would be divided into three or more organizations. 

o HIGH LEVERAGE FROM OUTSIDE SUPPORT 

- Breaking A, B, and C away from support infra-structure 

o TECHNOLOGY MANAGEMENT 

- Difficulty in defining evolution of current technology 

o QUICK RESPONSE TO HIGH PRIORITY 

- Less SPO involvement in user needs 

BASIC ISSUE: Strong SPO vs head-strong staff