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It is critical to initiate change in the culture of intelligence professionals in this new changing support environment. Setting the conditions and training to a strategically deployable capability must be embraced by the TIB/MIBs in each operational theater. Moving beyond the imprinted habits of Cold War intelligence support to the GCC, the MI culture must change to meet future challenges. The MIB must expand its intelligence support beyond the ASCC headquarters in order to truly fulfill its role as a modular intelligence unit. Emergent threats or critical intelligence requirements require an in depth knowledge of a geographical area and groups or individuals that operate in them. This level of detail can only be provided by analysts that are dedicated to one particular geographic area on a steady basis.
The TIB/MIBs must be able to support and direct the intelligence collaboration, with both regionally aligned forces and expeditionary elements such as the global reaction force (GRF). This is a new concept and in FY11, this new type of remote intelligence support was still being charted for the TIB/MIB. Intelligence commanders in coordination with both parent and supported commands began looking for the most efficient employment of the Intelligence Enterprise to support rapid deployments of the GRF. The prospect of additional intelligence consumers outside of the Theater added to pressure on the TIB/MIBs to task organize to support. Previously, the TIB/MIBs had produced intelligence analysis for only one combatant command in theater and now, in some cases, have over a dozen consumers plus the global reaction force.
The requirement for TIB/MIBs to provide intelligence for two Theater commanders and to begin moving toward a regiona...

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...and analyst that will work the RFI is put in direct liaison with the requester to coordinate the parameters and focus of the analysis. At completion, the RFI is reviewed by the senior analyst or ROC chief and transmitted to the RM&D for format quality control and formal release to the serviced unit.
Previously RFI management was decentralized in the MIB where each section was responsible for its own RFI management. The 24th MIB in Europe remedied this by establishing a RM&D at Battalion level that reports directly to the MIB commander for asset management (see figure 1). This required the development of tracking software and some form of report to track efficiency, which were developed and tested.
Manning is difficult and had to be taken from other slots within the TIB. The most efficient manning of the RM&D section was to place an O4 level officer as the Collection