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Introduction
Given the complexities of the relationship between the brigade combat team (BCT) S-2 and the military intelligence company (MICO), integration can be tenuous if not carefully planned and executed. Army Techniques Publication (ATP) 2-19.4, Brigade Combat Team Intelligence Techniques states, "The MI company provides the majority of intelligence personnel to the BCT to collect, analyze, and disseminate intelligence."1 Without the collective intelligence capabilities the MICO brings to the BCT, the BCT's intelligence warfighting function (IWfF) would be operationally ineffective at best. Understanding the options for task organizing the MICO and integrating its various elements into the BCT S-2 cannot be overemphasized and should be a top priority as the BCT's mission success depends on it. This article will discuss the two primary ways in which, from my observation, a BCT and MICO can ensure seamless integration - fostering relationships, the more important of the two, and early integration.
Relationships
The collective success or failure of many organizations, not just in the military, is traceable back to relationships - good, bad, or indifferent. The intelligence structure of the BCT is designed with flexibility in order to support a wide range of missions. However, this flexible structure at the same time creates unique challenges for the relationship between the BCT and the MICO. In most military organizations, it is quite clear who is in charge and how orders move down the ranks. However, the MICO, though the primary intelligence provider for the BCT does not report to the BCT S-2, they report through the brigade engineer battalion (BEB) chain of command. In a perfect world, the MICO priorities would align with the BEB, which would in turn align with the BCT - however, many times this does not turn out to be the case. The command's leadership is responsible for ensuring the relationship aspect of integration is therefore a priority-lynchpins are the relationships between the BCT S-2 and MICO commander, the BCT S-2 and BEB commander, and the BCT S-2 and BEB S-3. The overall effectiveness of maintaining productive cohesion within the organization is dependent upon the success of these relationships.
The BCT S-2, as the senior intelligence representative to the BCT commander, sets the stage for ensuring all intelligence elements are integrating effectively to meet...