Abstract: This article reflects the importance of the consolidation of structures of Intelligence, able of canalizing the flows in the support and exchange of information that provide the preventive measures to the decision making that serves like fortification of the UE. The Intelligence considered like the sap, the food of the Union, must be had present like part fundamental in the vanguard of any policy to develop.
Depuis quelques années, l’Open Source Intelligence (OSINT) a créé un fort engouement au sein des institutions européen – nes comme de beaucoup d’États membres. L’OSINT, c’est le renseignement sur sources ouvertes. C’est-à-dire la capacité pour un analyste de produire du renseignement, avec toute la valeur ajoutée induite à partir d’informations ne provenant pas de sources secrètes mais de sources non classifiées. L’imagerie satellite commerciale achetée pour le Centre satellitaire de Tojerron (EU SatCen) : OSINT ! Les divers systèmes de veille utilisés par la plupart des services pour faire de la recherche d’information sur Internet : OSINT ! Les multiples experts, d’origine académique ou non, s’exprimant sur leur sphère d’intérêt de manière publique ou pouvant être interviewés : OSINT encore ! Avec l’explosion des nouvelles
Abstract: The development of open sources as a viable source of inputs for intelligence efforts has been gaining in popularity. Both national intelligence agencies and business/commercial organizations have been ramping up their open source intelligence (OSINT) efforts, attempting to add even greater value to the overall intelligence endeavor through its utilization. This progress has occurred while both intelligence practitioners and their organizations wrestle with the challenges that arise from gathering and fusing the information flowing from this channel with flows coming from better established means.
This paper will focus principally on the challenges and opportunities that OSINT entails for the business/competitive intelligence (B/CI) analyst and consider its impact on the analysis process itself. Using research gathered from studies of scores of global enterprises, it will describe the current state of the art in analysis efforts of OSINT in business/commercial enterprises, examine the planning and execution challenges organizations are experiencing associated with effectively using and fusing OSINT, and provide guidelines associated with the successful use of OSINT within a number of leading private sector enterprises.
The international challenges which threaten the security of the United States and our partners in the 21st century are not primarily posed by conventional military forces. Despite the “pivot” toward a conventional peer competitor in Asia, the predominant source of conflict in the 21st century has been and will continue to be driven by events in fragile or failing states. Of the 27 active conflicts in the world today, only one is a traditional interstate war. Due to the forces of globalization, strife and conflict in these regions now can directly impact the security of citizens within our borders. Unaddressed conflict in these regions gives rise to organized crime networks which engage in trafficking of weapons, drugs, people and WMD components. Ethnic violence results in civil wars which often lead to humanitarian catastrophes and refugee migrations. Ungoverned space may result in terrorist sanctuaries and the spread of radical ideologies and beliefs. The most likely deployment mission will not be to engage against a traditional state’s military, but to engage in an unconventional conflict against non-state foes that use asymmetric tactics.
International security organizations and individual nations have various terms and definitions to address the range of possible operations to address security problems in fragile or failing states: Peace Operations, Peace Support Operations or Stability Operations are commonly used terms. The U.S Department of Defense (DOD) describes Stability Operations as: Military missions, tasks, and activities conducted outside the United States in coordination with other instruments of national power to maintain or reestablish a safe and secure environment, provide essential governmental services, emergency infrastructure reconstruction and humanitarian relief (Department of Defense Instruction 3000.05, “Stability Operations,” September 16, 2009, para. 3). Most often, regional security organizations, such as NATO or the African Union, empowered by the legitimacy of a UN Security Council mandate, form the headquarters or nucleus for ad hoc “coalitions of the willing” to carry out these missions. ISAF in Afghanistan, the African Union Mission in Somalia (AMISOM) and the NATO-led coalition operations in Libya are recent examples of this model. Due to the nature of the missions the military, while a major actor, is only one member of a wider interagency, comprehensive, “whole of government” team assembled to address security, governance, humanitarian and economic developmental needs.
There are numerous, complex challenges to producing and disseminating timely, accurate and fused intelligence to support these operations. Each step of the intelligence process must be adapted to meet the evolving needs of commanders, decision makers, soldiers and civilian partners on the ground. In this era of declining defense budgets, what lessons should intelligence professionals be incorporating into training and educational programs to make success more likely during the next deployment to a fragile or failed state? The following eight examples provide some insights to performing well in a complex environment.It is incumbent on leaders to communicate with and empower their intelligence officers to anticipate mission and information challenges. Incorporating aspects of these examples in training and education programs will help to ensure success on the next deployment.