Category: <span>Strategic Planning</span>

Energizing Mission Transformation in the Intelligence Community

Strategic Planning

Energizing Mission Transformation in the Intelligence Community

The Challenge: An Intelligence Community customer was reinventing its information collection, production, and sharing practices, but was having difficulty deciding where to focus efforts.

Our Approach: The client hired Fuel, and we started by forming close relationships with both the client’s key personnel and the project’s stakeholders. Next, our team’s experts identified the “pressure points” that were interfering with effective internal and external communication. Building on these relationships and information, Fuel energized an iterative organizational dialogue about alternative approaches for reinventing the information-management process. Along the way, Fuel injected additional data via interviews, research into best practices, mapping of business processes, and identification of key technology options.

The Result: Fuel worked with a large cohort of client and consultant representatives, to help craft a concept of operations that transformed the structure and function of the client’s work environment and business processes — one that continues to serve as the foundation of the client’s analysis and intelligence-production operations today.

Real-World Contingency Planning

Strategic Planning:

Real-World Contingency Planning

The Challenge: A major federal intelligence organization attempting to develop a strategic plan was stuck. Its planners produced a meticulous mission analysis, but no plan. In essence, they had a static picture of the status quo that failed to include any contingency planning to account for the dynamics of the real world.

Our Approach: Fuel hit the ground running, working with the client to backtrack through the analytical process, diagnose the problem, and move the organization’s thinking into the future. Our team was able to energize the planning process by establishing a recurring, integrative dialogue among the stakeholders, forgoing the all-too-common trap of creating a coffee-table plan.

The Result: All levels of the organization — from management to planners to partners — were engaged to assess, understand, reorient, and, at times, modify their tactics to respond to their dynamic environment.