It is critical to initiate a shift in the culture of intelligence professionals in this new, evolving support environment. The setting of conditions and training for a strategically deployable capability must be adopted by the TIBs/MIBs in each operational theater. Moving beyond Cold War habits of intelligence support to the GCC, MI culture must change to meet future challenges. The MIB must expand its intelligence support beyond the ASCC headquarters 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 consistently focus on a particular geographic area. TIB/MIBs must be able to support and direct intelligence collaboration, both with regionally aligned forces and expeditionary elements such as the Global Reaction Force (GRF). This is a new concept, and in fiscal year 2011 this new type of remote intelligence support was still being defined for TIB/MIB. Intelligence commanders in coordination with both primary and supported commands began seeking the most efficient employment of the Intelligence Enterprise to support rapid GRF deployments. The prospect of additional intelligence consumers outside of Theater increased pressure on TIB/MIBs to organize to support. Previously, TIB/MIBs had produced intelligence analysis for only one combatant command in theater and now, in some cases, have more than a dozen users plus the global response force. The requirement for TIB/MIBs to provide information to two theater commanders and begin moving towards a region... middle of paper ...and the analyst who will work on the RFI is liaised directly with the requester to coordinate the parameters and focus of the analysis. Upon completion, the RFI is reviewed by the senior analyst or ROC lead and forwarded to RM&D for format quality control and formal release to the supported unit. Previously RFI management was decentralized in the MIB where each section was responsible for its own RFI management. The 24th MIB in Europe has remedied this by creating a battalion-level RM&D 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 monitor efficiency, which were developed and tested. Staffing 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 Collector