text: Chapter 6
  ▪ Exploit. PED personnel and systems quickly analyze the processed information to add
  operational context to the information and identify specific relevance to the mission.
  ▪ Disseminate. PED personnel and systems issue reports and products to provide combat
  information and related intelligence to commanders and operational elements. This
  reporting facilitates subsequent single-source and all-source intelligence, analysis, targeting,
  cueing of other collectors, and decision making.
  SECTION III – INTELLIGENCE OPERATIONS GUIDELINES
  6-20. There are guidelines for conducting successful intelligence operations. They are not checklists; rather,
  they describe ways to employ collection assets and develop the situation based on the commander’s guidance.
  Mirroring the fundamentals of reconnaissance, these guidelines support efforts that result in timely collection
  and reporting of the accurate, relevant information needed to produce intelligence. The supported unit staff
  and MI unit staff must determine which guidelines to emphasize based on the situation. The following
  includes the intelligence operations guidelines:
  ⚫ Maintain readiness.
  ⚫ Ensure continuous intelligence operations.
  ⚫ Orient on requirements.
  ⚫ Provide mixed and redundant coverage.
  ⚫ Gain and maintain sensor contact.
  ⚫ Report information rapidly and accurately.
  ⚫ Provide early warning.
  ⚫ Retain freedom of movement.
  MAINTAIN READINESS
  6-21. MI unit readiness is a continuous priority through predeployment, deployment, and post deployment.
  Readiness is a key element during planning. The readiness of MI unit personnel and equipment impacts how
  MI capabilities can be leveraged to support an operation during planning. MI unit readiness also impacts the
  collection of information required to refine plans and issue orders and for operational execution.
  6-22. As part of prepare, readiness focuses on—
  ⚫ Training. MI commanders and leaders must establish a training plan focused on intelligence
  tasks and functions. This ensures MI personnel are prepared to conduct individual and collective
  tasks to support the unit’s mission and are knowledgeable of equipment and other collection
  assets and databases. During training, recognizing opportunities to prepare for conventional
  force and special operations force (as well as joint and interagency) interdependence,
  interoperability, and integration can produce great dividends during operations. MI commanders
  and leaders that seize opportunities to collaborate with special operations and other intelligence
  organizations increase their understanding of each other’s capabilities and facilitate
  interdependence, interoperability, and integration during operations. The Military Intelligence
  Training Standard (also known as MITS) series of publications—TC 2-19.400, TC 2-19.401,
  TC 2-19.402, TC 2-19.403, TC 2-19.404, and TC 2-19.405—provide information on MI
  training.
  ⚫ Maintenance. This recurring event ensures intelligence assets are properly maintained and
  prepared to conduct information collection. For example, during planning, MI leaders should
  consider the availability of equipment maintainers and facilities for table of organization and
  equipment-based and commercial-off-the-shelf systems that may require dedicated field service
  representatives to provide repair and maintenance.
  ⚫ Equipment status. The commander is ultimately responsible for equipment status. The status of
  collection assets must be monitored and reported to the appropriate staff elements.