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The Future of Intelligence Analysis a Task-Level View of the Impact of Artificial Intelligence on Intel Analysis

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The Future of Intelligence Analysis a Task-Level View of the Impact of Artificial Intelligence on Intel Analysis FEATURE The future of intelligence analysis A task-level view of the impact of artificial intelligence on intel analysis Kwasi Mitchell, Joe Mariani, Adam Routh, Akash Keyal, and Alex Mirkow THE DELOITTE CENTER FOR GOVERNMENT INSIGHTS The future of intelligence analysis: A task-level view of the impact of artificial intelligence on intel analysis How will artificial intelligence impact intel analysis and, specifically, the intelligence community workforce? Learn what organizations can do to integrate AI most effectively and play to the strengths of humans and machines. The future is already here companies have not measured how workers are being impacted by AI implementation.3 This article N THE LAST decade, artificial intelligence (AI) begins to tackle those questions, offering a tasks- has progressed from near–science fiction to level look at how AI may change work for intel Icommon reality across a range of business analysts. It will also offer ideas for organizations applications. In intelligence analysis, AI is already seeking to speed adoption rates and move from being deployed to label imagery and sort through pilots to full scale. AI is already here; let’s see how vast troves of data, helping humans see the signal it will shape the future of intelligence analysis. in the noise.1 But what the intelligence community (IC) is now doing with AI is only a glimpse of what is to come. These early applications point to a AI in the intel cycle future in which smartly deployed AI will supercharge analysts’ ability to extract value Intelligence flows through a five-step “cycle” carried from information. out by specialists, analysts, and management across the IC: planning and direction; collection; The adoption of AI has been driven not only by processing; analysis and production; and increased computational power and new dissemination (figure 2). The value of outputs algorithms but also the explosion of data now throughout the cycle, including the finished available. By 2020, the World Economic Forum intelligence that analysts put into the hands of expects there to be 40 times more bytes of digital decision-makers, is shaped to an important degree data than there are stars in the observable by the technology and processes used, including universe.2 For intelligence analysts, that those that leverage AI. proliferation of data means surefire information overload. Human analysts simply cannot cope with Technologies such as unmanned aerial systems, that much data. They need help. remote sensors, advanced reconnaissance airplanes, the internet, computers, and other Intelligence leaders know that AI can help cope systems have supercharged the collection process with this data deluge but they may also wonder to such an extent that analysts often have more what impact AI will have on their work and data than they can process.4 Complicating matters, workforce. According to surveys of private sector the data collected often resides in different systems companies, there is a significant gap between the and comes in different mediums, requiring analysts introduction of AI and understanding its impact. to spend time piecing together related Nearly 20 percent of workers report experiencing a information—or fusing data—before deeper change in roles, tasks, or ways of working as a analysis can begin. result of implementing AI, yet nearly 50 percent of 2 The future of intelligence analysis: A task-level view of the impact of artificial intelligence on intel analysis WHAT DO WE MEAN BY AI? The term “artificial intelligence” can mean a huge variety of things depending on the context. To help leaders understand such a wide landscape, it is helpful to distinguish between the types of model classes of AI, and the applications of AI. The first are the classifications based on how AI works; the second is based on what tasks AI is set to do. FIGURE 1 Artificial intelligence: Model classes and sample applications ules engines Rulesased sotware, oten in the orm o if-then statements, that automate predefined rocesses. PRORAMS TAT ATER TEMSEVES Intelligent rules engines Rulesased sotware, oten in the orm o if-then statements, that automate predefined rocesses and can learn and adat. Machine learning A set o statistical techniues that automate analytical modeluildin usin alorithms that learn rom data without exlicit rorammin. Deep learning A more sohisticated orm o machine learnin that deelos multile hidden layers o analysis to make redictions. Technique examples Potential uses Cognitive language Natural lanuae rocessin Ealuatin human source reliaility NLP ien other orms o reortin A set o statistical techniues that Natural lanuae eneration Analyin the syntax o social enale the analysis, understandin, NLG media or other osts to identiy and eneration o human lanuaes Semantic comutin outliers that may e adersary to acilitate interacin with machines. Seech reconition communications Seech synthesis Computer vision Imae reconition Identiyin and trackin ehicles, Automatic extraction, analysis, and Video analysis oects, and eole in hotos or Handwritin reconition ideos understandin o inormation rom Voice reconition Identiyin oects and linkin to a sinle imae or a seuence o Otical character reconition aroriate rous and imaes that models, relicates, indiiduals and surasses human ision. RPA Process automation and Automatin missionrelated and Sotware that erorms routine configuration back-office reporting tasks Grahical user interace GUI Fillin in common orms rocesses y mimickin how eole automation Automatin latorm schedulin interact with alications throuh a Adanced decision systems deconfliction for collection user interace and y ollowin manaement simle rules to make decisions. Predictie statistical models Analyin adersary courses o Predictive analytics Nae Bayes and other action Analyes data y cominin model roailistic models Modelin adersary roress on classes, esecially machine learnin, Neural networks nuclear or other technoloy to redict outcomes and understand deeloment Proidin leaders with realtime key ariales. decision suort Source: Deloitte analysis. eloitte Insights deloittecoinsights 3 The future of intelligence analysis: A task-level view of the impact of artificial intelligence on intel analysis Access to more data should be a good thing. But “knowns” for further analysis. For example, without the ability to fuse and process it, it can agencies have used AI to automatically identify and inundate analysts with mountains of incoherent label patterns of vehicles to identify SA-21 surface- data to piece together. The director of the National to-air missile batteries or sift through millions of Geospatial Intelligence Agency said that if trends financial transactions to identify patterns hold, intelligence organizations could soon need consistent with illicit weapons smuggling. more than 8 million imagery analysts alone, which Similarly, the Joint Artificial Intelligence Center is more than five times the total number of people (the Department of Defense’s focal point for AI) is with top secret clearances in all of government.5 In already working to develop products across the modern digitized age, where success in warfare “operations intelligence fusion, joint all-domain depends on a nation’s ability to analyze command and control, accelerated sensor-to- information faster and more accurately than shooter timelines, autonomous and swarming adversaries, data cannot go unanalyzed.6 But given systems, target development, and operations the pace at which humans operate, there simply center workflows.” isn’t enough time to make sense of all the data and perform the other necessary intelligence cycle Our analysis suggests AI operating in these tasks. capacities can save analysts’ time and enhance output. While exact time savings will depend on the AI can provide much-needed support. Intelligence type of work performed, an all source analyst who agencies are already using AI’s power to sort has the support of AI-enabled systems could save through volumes of data to pull out critical as much as 364 hours or more than 45 working 4 The future of intelligence analysis: A task-level view of the impact of artificial intelligence on intel analysis days a year (figure 3). These savings can free up Indeed, research on industries from banking to analysts to devote more time to higher-priority logistics shows that the greatest benefit of tasks or build skills through additional training, automation comes from when human workers use among other activities. (For more information on technology to “move up the value chain.”7 Put our methodology, see Appendix.) another way, they spend more time performing tasks that have greater benefit to the organization and/or customer. For example, when automation freed The real value of AI supply chain workers from tasks such as measuring stock or filling in order forms, they could redeploy The benefits of AI, however, can go far beyond time that time to create new value by matching specific savings. After all, intelligence work never ends; customer needs to supplier capabilities.8 For there is always another problem that demands intelligence analysis, leveraging AI to instantly pull attention. So saving time with AI will not reduce otherwise hard-to-spot indications and warning the workforce or trim intelligence budgets. Rather, (I&W) leads out of messy data could allow human the greater value of AI comes from what might be analysts to do the higher-value work of determining termed an “automation dividend”: the better ways if a given I&W lead represents a valid threat. analysts can use their time after these technologies lighten their workload. FIGURE 3 Potential additional work time available to all-source analyst due to at-scale adoption of AI Plannin and direction Collection Processin and exloitation Analysis Dissemination Other and administration tasks Time saed 1.5 o reAI total Outer circle: Pre-AI Inner circle: Post-AI 10.2% 13.5% 10.1% 13.2% 20.0% 8.9% 17.3% 7.7% hours or All source . working days analyst 6.7% saved for each analyst 10.8% 27.5% 36.6% Source: Deloitte analysis.
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