It is essential to initiate a change in the culture of intelligence professionals in this new and evolving support environment. The definition of the conditions and training necessary for a strategically deployable capability must be adopted by the TIBs/MIBs in each theater of operations. Beyond the Cold War habits of intelligence support to the GCC, the culture of MI must change to meet future challenges. The MIB must extend its intelligence support beyond ASCC headquarters in order to truly fulfill its role as a modular intelligence unit. Emerging threats or critical intelligence needs require in-depth knowledge of a geographic area and the groups or individuals operating there. This level of detail can only be provided by analysts who regularly focus on a particular geographic area. TIB/MIBs must be able to support and lead intelligence collaboration, with both regionally aligned forces and expeditionary elements such as the global military. reaction force (GRF). This is a new concept, and as of FY 2011, this new type of remote intelligence support was still being developed for the TIB/MIB. Intelligence commanders, in coordination with parent and supporting commands, began seeking the most effective employment of the Intelligence Enterprise to support rapid GRF deployments. The prospect of additional intelligence consumers outside of theater added to the pressure on TIBs/MIBs to organize for support. Previously, TIB/MIBs produced intelligence analysis for a single combatant command in theater and now have, in some cases, more than a dozen consumers, plus the global response force. The need for the TIB/MIB to provide intelligence to two theater commanders and begin to move towards a region...... middle of document ...... and the analyst who will work on the RFI is put in direct contact with the applicant to coordinate the parameters and direction of the analysis. Once completed, the RFI is reviewed by the Senior Analyst or ROC Chief and forwarded to RM&D for format quality control and official release to the unit served. Previously, RFI management was decentralized within the MIB where each section was responsible for its own RFI management. The 24th MIB in Europe addressed this problem by establishing a battalion-level RM&D department that reports directly to the MIB commander for asset management (see Figure 1). This required the development of tracking software and some form of reporting to track effectiveness, which was developed and tested. Staff management is difficult and had to be taken from other slots within the TIB. The most effective staffing of the RM&D section was to place an O4 level officer as responsible for collection.