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JVP had contacts with LTTE - R. Hariharan -IPKF Intelligence Chief reveals
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<blockquote data-quote="rapa" data-source="post: 3214231" data-attributes="member: 212"><p><strong>Intelligence in overseas operations of the future </strong></p><p></p><p>The IPKF operations in the early stages were hastily conceived, inadequately planned and executed because there was a lack of role clarity. This was mainly due to the absence of an empowered national decision making body on national security at the government level. Similarly there was an inadequate framework for conducting combined operations overseas at the joint services level. Remedial action has been taken since then to address these limitations, though they might not be wholly satisfactory as the Kargil war had demonstrated. However, it is likely to improve as the nation gradually gains more experience in handling strategic security issues on a global perspective. </p><p></p><p>Intelligence on a real time basis will be the catalyst of success of armed forces in future overseas operations. MI will be required to meticulously plan and be ready to meet the intelligence requirements in overseas operations before and after the induction of troops. As sources of information have enlarged in scope and width, MI should be in a position to provide reasonable assessments in real time to forces operating in battle fields dominated by larger force levels, great mobility and high fire power. This would require a greater degree of intelligence integration of MI with its counterparts in other services as well as civil intelligence agencies. Thus there is an urgent need to integrate this need in perspective planning of operations for such contingencies. </p><p></p><p>To achieve such readiness, MI will require clear policy formulations applicable to the three services as well as civil intelligence agencies, better integration and coordination of inputs and assessments through a structured mechanism. It will also require coordinated advance planning by all the intelligence stakeholders at various levels. </p><p></p><p>Over the long term, MI will also have to build its own expertise in areas of potential operational interest. Ideally, a defence university will be the appropriate forum to create such knowledge banks. In the absence of such an institution, repositories of knowledge can be created in selected academies of excellence like university departments of defence studies so that there is continuity of effort. Intelligence Corps officers should be encouraged to specialise in regions or countries of national interest. Unless MI plans and evolves such an integrated intelligence matrix, success in future overseas operations will come only at great cost of men and material. </p><p></p><p>Military intelligence is a specialised job that requires the application of military knowledge to understand the information needs of the battle field and provide useful assessments to the fighting forces. In future operational environments, MI staff will be required to make real time assessments to assist operational decision making. No doubt the quantum jump in communication and information technology provides useful tools for the MI to meet this requirement. However, much of its success would depend upon the training imparted to intelligence staff to be technologically savvy in keeping with the dynamics of the emerging battle field needs.</p><p></p><p>With the nation poised to emerge as a regional power in the near future, MI has to transform itself into a technology driven organisation to meld TECHINT, ELINT, SIGINT and HUMINT inputs to meet the requirements of force projection overseas. Focus on intelligence management rather than mere information management has become the order of the day. That will remove the aberrations of intelligence acquisition and coordination at all levels and contribute meaningfully to operational planning and execution.</p><p></p><p>(Col. R Hariharan, a retired Military Intelligence specialist on South Asia, served as the head of intelligence of the Indian Peace Keeping Force in Sri Lanka 1987-90. He is associated with the South Asia Analysis Group and the Chennai Centre for China Studies. E-mail:colhari@yahoo.com)</p></blockquote><p></p>
[QUOTE="rapa, post: 3214231, member: 212"] [B]Intelligence in overseas operations of the future [/B] The IPKF operations in the early stages were hastily conceived, inadequately planned and executed because there was a lack of role clarity. This was mainly due to the absence of an empowered national decision making body on national security at the government level. Similarly there was an inadequate framework for conducting combined operations overseas at the joint services level. Remedial action has been taken since then to address these limitations, though they might not be wholly satisfactory as the Kargil war had demonstrated. However, it is likely to improve as the nation gradually gains more experience in handling strategic security issues on a global perspective. Intelligence on a real time basis will be the catalyst of success of armed forces in future overseas operations. MI will be required to meticulously plan and be ready to meet the intelligence requirements in overseas operations before and after the induction of troops. As sources of information have enlarged in scope and width, MI should be in a position to provide reasonable assessments in real time to forces operating in battle fields dominated by larger force levels, great mobility and high fire power. This would require a greater degree of intelligence integration of MI with its counterparts in other services as well as civil intelligence agencies. Thus there is an urgent need to integrate this need in perspective planning of operations for such contingencies. To achieve such readiness, MI will require clear policy formulations applicable to the three services as well as civil intelligence agencies, better integration and coordination of inputs and assessments through a structured mechanism. It will also require coordinated advance planning by all the intelligence stakeholders at various levels. Over the long term, MI will also have to build its own expertise in areas of potential operational interest. Ideally, a defence university will be the appropriate forum to create such knowledge banks. In the absence of such an institution, repositories of knowledge can be created in selected academies of excellence like university departments of defence studies so that there is continuity of effort. Intelligence Corps officers should be encouraged to specialise in regions or countries of national interest. Unless MI plans and evolves such an integrated intelligence matrix, success in future overseas operations will come only at great cost of men and material. Military intelligence is a specialised job that requires the application of military knowledge to understand the information needs of the battle field and provide useful assessments to the fighting forces. In future operational environments, MI staff will be required to make real time assessments to assist operational decision making. No doubt the quantum jump in communication and information technology provides useful tools for the MI to meet this requirement. However, much of its success would depend upon the training imparted to intelligence staff to be technologically savvy in keeping with the dynamics of the emerging battle field needs. With the nation poised to emerge as a regional power in the near future, MI has to transform itself into a technology driven organisation to meld TECHINT, ELINT, SIGINT and HUMINT inputs to meet the requirements of force projection overseas. Focus on intelligence management rather than mere information management has become the order of the day. That will remove the aberrations of intelligence acquisition and coordination at all levels and contribute meaningfully to operational planning and execution. (Col. R Hariharan, a retired Military Intelligence specialist on South Asia, served as the head of intelligence of the Indian Peace Keeping Force in Sri Lanka 1987-90. He is associated with the South Asia Analysis Group and the Chennai Centre for China Studies. E-mail:colhari@yahoo.com) [/QUOTE]
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