text: Chapter 1
  Note. Force generation is an element of military force. It is the operation that creates and provides
  units for projection and employment to enable military effects and influence across multiple
  operational environments. It is the primary responsibility of the Services to develop, provide, and
  preserve forces in support of the national military strategy to enable the combatant commanders
  to execute their missions (AR 525-29).
  1-3. The goal is to provide effective and flexible intelligence support across the competition continuum.
  However, this is a significant challenge. While not all encompassing, three key aspects of providing effective
  intelligence support are—
  ⚫ Knowing and adapting the intelligence fundamentals (as largely captured within Army doctrine)
  in the context of the current situation and a unit’s mission or operation.
  ⚫ Employing and adapting all available intelligence capabilities in the context of the current
  situation and a unit’s mission or operation.
  ⚫ Building and maintaining tactically and technically proficient intelligence professionals who are
  effective in both the profession of arms and the intelligence profession.
  JP 2-0, Intelligence
  The joint intelligence doctrine in JP 2-0 is a great resource and the authoritative doctrinal
  source for the Joint Staff, combatant commands, joint task forces (JTFs), and subordinate
  components of those commands. Among other topics, JP 2-0 thoroughly discusses—
  • The Joint Staff.
  • Combatant command intelligence.
  • Subordinate joint force intelligence.
  • National intelligence.
  • Interagency, international, and multinational intelligence sharing.
  • The joint intelligence process.
  Army forces not serving in one of those roles should use Army doctrine. The content in JP 2-0
  was considered in developing this publication, and the content in FM 2-0 is consistent with
  JP 2-0 while also accounting for the differences between Army and joint structures,
  capabilities, authorities, and operations.
  1-4. In order to know and adapt intelligence fundamentals, intelligence professionals must read more than
  FM 2-0; they must be doctrinally proficient in a number of intelligence and combined arms publications,
  depending on their position, unit or organization, and the unit or organization’s mission or operation. To
  assist in building proficiency in intelligence fundamentals, this chapter provides discussions on the following:
  ⚫ Intelligence, in general, including intelligence as a product and the intelligence enterprise.
  ⚫ Army intelligence fundamentals, including the intelligence warfighting function and the
  intelligence process.
  ⚫ Employing Army intelligence capabilities.
  ⚫ Fighting for intelligence.
  INTELLIGENCE AS A PRODUCT
  1-5. Through the effective integration of intelligence into operations, intelligence and operational products
  are mutually supportive and enhance the commander and staff’s situational understanding—the product of
  applying analysis and judgment to relevant information to determine the relationships among the operational
  and mission variables (ADP 6-0). Intelligence professionals ultimately disseminate intelligence products,
  either analog (face-to-face, radio, hardcopy) or digital, in many ways. These intelligence products are tailored
  to the commander and staff’s needs and preferences, and they are dictated by the OE, current situation,
  standard operating procedures (SOPs), and battle rhythm.