In a roundtable media discussion, Defense Intelligence Agency (DIA) leaders emphasized that as AI capabilities advance, the agency’s workforce must be prepared to navigate, interpret, and employ these technologies effectively. DIA is focusing on building a workforce that understands and utilizes AI in roles across the agency, from benefits coordinators to analysts and operators. The remarks underscored DIA’s commitment to empowering its workforce in a world where technological changes outpace flat budgets and where strategic upskilling has become essential.
Why People-Centric Strategies Matter in AI
DIA leaders emphasized the significance of upskilling. They know AI and data insights are reshaping the intelligence landscape, and a key challenge is ensuring employees can make AI tools work for them.
Doug Cossa, DIA Chief Information Officer, offered insights from his own systems engineering experience. Comparing complex systems to Legos, he shared that while the pieces may seem simple, the right design and integration are critical. “If we’re trying to integrate it after the fact, we’re not doing it at the functional level,” he explained. “The key in integrating data is to design those functions together.” His analogy illustrated DIA’s renewed focus on collaboration—across agencies and within departments—recognizing that piecing things together post-facto won’t deliver the seamless outcomes today’s missions demand.
The Legacy Challenge and the Push for Unified Systems
Historically, agencies operated independently, each with its own architecture and priorities. Since 9/11, DIA has led efforts to unify systems across the Intelligence Community. Now, with AI rapidly transforming what’s possible, DIA is doubling down on a “community service” model that emphasizes shared architecture, interoperability, and a streamlined “zero trust” cybersecurity foundation.
This approach underscores a big shift: making architecture accessible to others while encouraging common standards that build efficiency. “We’ve got to use a community service,” Cossa stressed, highlighting the need to build systems that not only address DIA’s needs but also integrate seamlessly with international and interagency partners.
The Culture Shift: Technology is Easy, People Are Hard
For DIA leaders, it’s clear that real transformation means more than tech innovation—it requires cultural change. People don’t let go of legacy systems easily, and even the most sophisticated technology is only as effective as the team behind it. “Technology is easy; people are hard,” Cossa remarked, addressing the delicate nature of bringing change to an established system. “Culture eats strategy for breakfast.”
The key, he explained, is instilling a “growth mindset” across the workforce. It’s a step-by-step approach to build confidence in new systems and practices, helping teams at all levels see the benefits of adaptation. By investing in people, systems, and a shared vision of the intelligence community’s role, DIA leaders are reaffirming their commitment to a resilience, integration, and forward-thinking.
