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This report examines the intelligence needs of three groups of Army long-range planners--strategic planners, force developers, and acquisition--and considers the potential of Army intelligence to satisfy these needs. Data collected from interviews, workshops, and case studies discovered disparities in expectations and capabilities that collectively constitute cultural differences between intelligence officers and planners, and that make it difficult for Army intelligence to render fully satisfactory support to long-range planners. The authors recommend specific actions by the Office of the Deputy Chief of Staff for Intelligence to address Army intelligence's main shortcomings in supporting long-range planning. Sustained interaction of the Army's intelligence experts with its customers will improve the quality of support. Communications technology plays a role here, but the more important task is to make sure that Army intelligence continues to develop high-quality experts with sound reputations among Army planners and in the intelligence field.
