Abstract
ABSTRACT Australia is challenged with providing timely and accurate intelligence to decision‐makers amidst a dynamic global environment. People and products move constantly across country and regional boundaries, requiring increased sharing and coordination of information between domestic and international agencies. Information technology and communications advancement multiplies the complexity by creating information overload for the intelligence analyst and information architect. While the 2004 Flood Inquiry made several sensible and safe recommendations across the intelligence community, their report, and in all fairness their remit, fell short of addressing the best way to organise and equip the AIC given the emergent threats to Australia, the inefficiencies of intelligence collection and production, the lack of performance metrics and feedback, and the absence of cross‐community management tools. Although Australia's determination to bolster national security has manifested itself in different forms, important structural and cross‐community issues have yet to be fully addressed. This paper recommends further constituent changes to improve the way in which the AIC collaborates and manages organisational knowledge.
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