Exclusive: New National Intelligence Estimate on Iran complete The U. S. The document is being shared with members of Congress and their staff this week, an administration official and several Capitol Hill sources told The Cable. This is in advance of an early March meeting of the International Atomic Energy Agency’s Board of Governors, where there may be another resolution on Iran’s nuclear program, the official said. Rogers said the administration was right to take its time to revise the 2. NIE before releasing the updated version. I think they were prudent in what they’ve done. Regardless, he said, the 2. Iran NIE was now obsolete and discredited. A few people on the outside focused on it because they didn’t want us to go down the sanctions route but neither the administration nor the Congress paid it much attention. Regardless, the Obama administration has disregarded the 2. Iran NIE, he said. That’s what they whole sanctions push is based on. Mark Kirk (R- IL), a former intelligence officer for the U. S. Navy, told The Cable, . He urged the intelligence community to take a less technical and more comprehensive look at the Iranian leadership’s actions when making such judgments. Senate Armed Services Committee ranking Republican John Mc. Cain (R- AZ) told The Cable he had been briefed on the new NIE, but declined to comment on its contents. Senate Intelligence Committee chairwoman Dianne Feinstein (D- CA) told The Cable she hadn’t yet seen the new NIE but planned to review it soon. Iran And the Bomb - The New Yorker. There is no conclusive evidence that Iran has tried to build a bomb since 2. Credit Illustration by GUY BILLOUTIs Iran actively trying to develop nuclear weapons? Members of the Obama Administration often talk as if this were a foregone conclusion, as did their predecessors under George W. There is a large body of evidence, however, including some of America. This National Intelligence Estimate report on Iran's nuclear capabilities states 'We judge with moderate confidence that the earliest possible date Iran would be technically capable of producing enough HEU for a.Warwire, Iran NIE, Iran Nuclear, National Intelligence Estimate, Bush Iran NIE, Iran Nuclear Program, Iran. Warwire, Nuclear Weapons, War With Iran, Iran, Iran Nuclear Program, Nie Iran Report, Iran. The Iranian Nuclear Threat. WHY IS IRAN'S NUCLEAR WEAPONS PROGRAM A THREAT TO AMERICA AND AMERICAN. 2011 it released a report stating there is 'credible' evidence that 'Iran has carried out activities relevant to. Iran, Missiles, and Nuclear Weapons. Iran’s Nuclear Program. Iran’s Nuclear Program: Tehran’s Compliance with International Obligations Congressional Research Service Summary. Tehran’s Compliance with International Obligations. The two most recent National Intelligence Estimates (N. I. E. s) on Iranian nuclear progress, representing the best judgment of the senior officers from all the major American intelligence agencies, have stated that there is no conclusive evidence that Iran has made any effort to build the bomb since 2.
Despite years of covert operations inside Iran, extensive satellite imagery, and the recruitment of many Iranian intelligence assets, the United States and its allies, including Israel, have been unable to find irrefutable evidence of an ongoing hidden nuclear- weapons program in Iran, according to intelligence and diplomatic officials here and abroad. One American defense consultant told me that as yet there is . The general anxiety about the Iranian regime is firmly grounded. President Mahmoud Ahmadinejad has repeatedly questioned the Holocaust and expressed a desire to see the state of Israel eliminated, and he has defied the 2. United Nations resolution calling on Iran to suspend its nuclear- enrichment program. Tehran is also active in arming Hezbollah in Lebanon and Hamas in Gaza. Iran is heavily invested in nuclear technology, and has a power plant ready to go on line in the port city of Bushehr, with a second in the planning stage. In the past four years, it has tripled the number of centrifuges in operation at its main enrichment facility at Natanz, which is buried deep underground. On the other hand, the Iranian enrichment program is being monitored by the International Atomic Energy Agency, and Natanz and all Iran. National Intelligence Estimates, whose preparation is the responsibility of the Director of National Intelligence, Lieutenant General James Clapper, of the Air Force, are especially sensitive, because the analysts who prepare them have access to top- secret communications intercepts as well as the testimony of foreign scientists and intelligence officials, among others, who have been enlisted by the C. I. A. In mid- February, Clapper. The previous assessment, issued in 2. Bush Administration and in Congress by concluding, . That estimate added, . Peter Hoekstra, a Republican from Michigan who had been chairman of the House Intelligence Committee, characterized the N. I. E. Much of the debate, which delayed the issuing of the N. I. E. One retired senior intelligence official told me that the D. I. A. The Iranians thought Iraq was developing a bomb. Israeli Prime Minister Benjamin Netanyahu insists that Iran, like Libya, halted its nuclear program in 2. Patrick Lang, a retired Army intelligence officer who served for years as the ranking D. I. A. Then, once things are approved, people stand up at meetings and wave them and point to them and say, . After the disaster of Iraq, the atmosphere shifted. Burgess, Jr., the director of the D. I. A., supported this approach. But Burgess also told the Voice of America in January, 2. We have not seen indication that the government has made the decision to move ahead with the program. But the fact still remains that we don. In the past six years, soldiers from the Joint Special Operations Force, working with Iranian intelligence assets, put in place cutting- edge surveillance techniques, according to two former intelligence officers. Street signs were surreptitiously removed in heavily populated areas of Tehran. American operatives, working undercover, also removed bricks from a building or two in central Tehran that they thought housed nuclear- enrichment activities and replaced them with bricks embedded with radiation- monitoring devices. High- powered sensors disguised as stones were spread randomly along roadways in a mountainous area where a suspected underground weapon site was under construction. The stones were capable of transmitting electronic data on the weight of the vehicles going in and out of the site; a truck going in light and coming out heavy could be hauling dirt. There is also constant satellite coverage of major suspect areas in Iran, and some American analysts were assigned the difficult task of examining footage in the hope of finding air vents. This year, when intelligence officials presented the N. I. E. The briefings were closed, but, as always, a few legislators and officials provided background accounts to the press. The accounts were incomplete, and did not relay the essential finding of the estimate: that nothing significantly new had been learned to suggest that Iran is pursuing a nuclear weapon. The few official statements at the time made it clear that U. S. General Clapper told the Senate Intelligence Committee on February 1. Worldwide Threat Assessment, that Iran was . We do not know, however, if Iran will eventually decide to build nuclear weapons. Is that a high level? As Presidential candidates in 2. Barack Obama and Hillary Clinton had warned of an Iranian nuclear arsenal, and occasionally spoke as if it were an established fact that Iran had decided to get the bomb. In a speech on May 1. Washington Institution for Near East Policy, he said that the United States would continue its aggressive sanctions policy until Iran proves that its enrichment intentions are peaceful and meets all its obligations under the nonproliferation treaty, to which Iran is a signatory. There is no alternative to doing so. Later in his speech, however, Donilon said that Iran. We have no illusions about the Iranian regime. We know that they will try to exploit this period of tumult and will remain vigilant. The door to diplomacy remains open to Iran. But that diplomacy must be meaningful and not a tactical attempt to ward off sanctions. President Obama has been prudent in his public warnings about the consequences of an Iranian bomb, but he and others in his Administration have often overstated the available intelligence about Iranian intentions. Last October, Dennis Ross, a leading Administration adviser on the region, told a meeting of the American Israel Public Affairs Committee that . Its leaders should listen carefully to President Obama, who has said many times, . The sanctions bar a wide array of weapons and missile sales to Iran, and make it more difficult for banks and other financial institutions to do business there. In early March, Robert Einhorn, the special adviser to Secretary of State Hillary Clinton for nonproliferation and arms control, gave a talk about the Iranian nuclear posture to the Arms Control Association, in which he went beyond the findings of the most recent N. I. E. Leonard Spector, the deputy director of nonproliferation studies at the Monterey Institute, and a fellow arms- control expert, pointedly asked whether the Obama Administration now believed that Iran has re- started weaponization activities. Iran maintains that the issues in dispute were based solely on fabricated documents. Although none knew of any specific evidence of an Iranian weapons program, all said that they believed that Iran was intent on getting the bomb. One senior European diplomat complained about America. Weaponization is only a part of the process, but there are other parts as well, including enrichment and the development of delivery systems. Yet to the layman the N. I. E. Yes, it may very well be the case that there is no evidence of developing a nuclear weapon. To me, that is not the whole basis of making a judgment. The more important questions are: Is Iran behaving in a way that would be rational if they were not developing a nuclear weapon? And the answer on that is very clear. And are they doing the other elements of developing a bomb? And they definitely are. There may or may not be weaponization in Iran today, but I don. It says nothing about their intention. Israel views Iran, which provides material and military support to Hezbollah, Hamas, and other such groups, as an existential threat. Many of its generals and political leaders have insisted for decades that once the Iranian leadership acquired a bomb. Nevertheless, most Israeli military experts agree that Iran does not now have a nuclear weapon and fear regional proliferation more than they do attack. In January, Meir Dagan, the Mossad chief between 2. Iran would become a nuclear power before 2. The statement contradicted many previous Israeli estimates. But, as a former senior adviser to a Labor Prime Minister of Israel told me, the extended timeline revolves, in part, around domestic politics. Dagan believed that Iran should be handled with covert action, not with a major bombing assault. He added, in a clear swipe at Netanyahu, that Israel should not spread public fear about the Iranian nuclear program. At a news conference in Bangkok, in July of 2. Clinton noted the fears of Iran. She then began discussing the possibility of an American nuclear umbrella in the area, which would give the Iranians pause, . In a subsequent Sunday- morning television interview, Clinton warned Iran, . You do not have the right to have the full enrichment and reprocessing cycle under your control. Iran continued to insist on the same two preconditions that prevented progress in earlier meetings: that the United States and its allies lift all sanctions and acknowledge Iran. The American response to Iran. He described other setbacks. But Einhorn also acknowledged the limitation of sanctions: . Those sanctions took effect in 1. Fidel Castro. Fifty years later, the boycott is still largely in place, and so is the regime. Meanwhile, the Iranian economy has been bolstered by booming trade with its neighbors and closer ties with Turkey and Syria. The economic and political ties with Turkey are especially significant, because Turkey has been vocal about its opposition to an Iranian bomb.
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Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good. Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told s+b in 1. Change Accelerator: Case.The Business Case for Change template documents the financial and non-financial. Program Manager Project Manager Executive Sponsor. Create or update here. This presents most senior executives with an unfamiliar challenge. In major transformations of large enterprises, they and their advisors conventionally focus their attention on devising the best strategic and tactical plans. But to succeed, they also must have an intimate understanding of the human side of change management — the alignment of the company’s culture, values, people, and behaviors — to encourage the desired results. Plans themselves do not capture value; value is realized only through the sustained, collective actions of the thousands — perhaps the tens of thousands — of employees who are responsible for designing, executing, and living with the changed environment. Long- term structural transformation has four characteristics: scale (the change affects all or most of the organization), magnitude (it involves significant alterations of the status quo), duration (it lasts for months, if not years), and strategic importance. Yet companies will reap the rewards only when change occurs at the level of the individual employee. Many senior executives know this and worry about it. When asked what keeps them up at night, CEOs involved in transformation often say they are concerned about how the work force will react, how they can get their team to work together, and how they will be able to lead their people. They also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best- laid plans have gone awry. No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. What follows is a “Top 1. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case- by- case basis puts speed, morale, and results at risk. A formal approach for managing change — beginning with the leadership team and then engaging key stakeholders and leaders — should be developed early, and adapted often as change moves through the organization. This demands as much data collection and analysis, planning, and implementation discipline as does a redesign of strategy, systems, or processes. The change- management approach should be fully integrated into program design and decision making, both informing and enabling strategic direction. It should be based on a realistic assessment of the organization’s history, readiness, and capacity to change. Because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution. They must speak with one voice and model the desired behaviors. The executive team also needs to understand that, although its public face may be one of unity, it, too, is composed of individuals who are going through stressful times and need to be supported. Executive teams that work well together are best positioned for success. They are aligned and committed to the direction of change, understand the culture and behaviors the changes intend to introduce, and can model those changes themselves. At one large transportation company, the senior team rolled out an initiative to improve the efficiency and performance of its corporate and field staff before addressing change issues at the officer level. The initiative realized initial cost savings but stalled as employees began to question the leadership team’s vision and commitment. Only after the leadership team went through the process of aligning and committing to the change initiative was the work force able to deliver downstream results. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization. Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change “cascades” through the organization. At each layer of the organization, the leaders who are identified and trained must be aligned to the company’s vision, equipped to execute their specific mission, and motivated to make change happen. A major multiline insurer with consistently flat earnings decided to change performance and behavior in preparation for going public. The company followed this “cascading leadership” methodology, training and supporting teams at each stage. First, 1. 0 officers set the strategy, vision, and targets. Next, more than 6. Then 5. 00 leaders from the field drove implementation. The structure remained in place throughout the change program, which doubled the company’s earnings far ahead of schedule. This approach is also a superb way for a company to identify its next generation of leadership. Individuals are inherently rational and will question to what extent change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen. They will look to the leadership for answers. The articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel leadership- team alignment. In Excel 2007, you can change case for text to uppercase, lowercase, or proper case. To change the case of text for a range of cells. Case sells and supports a full line of construction equipment around the world, including loader backhoes, excavators, wheel loaders, crawler dozers. Although Microsoft Excel has functions that change the case of text. Change case Software - Free Download change case - Top 4 Download - Top4Download.com offers free software downloads for Windows, Mac. Welcome and Introduction by CASE. An Integrated Part of a Comprehensive Development Program. CASE Asia-Pacific reserves the right to change the program. Three steps should be followed in developing the case: First, confront reality and articulate a convincing need for change. Second, demonstrate faith that the company has a viable future and the leadership to get there. Finally, provide a road map to guide behavior and decision making. Leaders must then customize this message for various internal audiences, describing the pending change in terms that matter to the individuals. A consumer packaged- goods company experiencing years of steadily declining earnings determined that it needed to significantly restructure its operations — instituting, among other things, a 3. In a series of offsite meetings, the executive team built a brutally honest business case that downsizing was the only way to keep the business viable, and drew on the company’s proud heritage to craft a compelling vision to lead the company forward. By confronting reality and helping employees understand the necessity for change, leaders were able to motivate the organization to follow the new direction in the midst of the largest downsizing in the company’s history. Instead of being shell- shocked and demoralized, those who stayed felt a renewed resolve to help the enterprise advance. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change. This requires more than mere buy- in or passive agreement that the direction of change is acceptable. It demands ownership by leaders willing to accept responsibility for making change happen in all of the areas they influence or control. Ownership is often best created by involving people in identifying problems and crafting solutions. It is reinforced by incentives and rewards. These can be tangible (for example, financial compensation) or psychological (for example, camaraderie and a sense of shared destiny). At a large health- care organization that was moving to a shared- services model for administrative support, the first department to create detailed designs for the new organization was human resources. Its personnel worked with advisors in cross- functional teams for more than six months. But as the designs were being finalized, top departmental executives began to resist the move to implementation. While agreeing that the work was top- notch, the executives realized they hadn’t invested enough individual time in the design process to feel the ownership required to begin implementation. On the basis of their feedback, the process was modified to include a “deep dive.” The departmental executives worked with the design teams to learn more, and get further exposure to changes that would occur. 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