Donald Trump has selected John Ratcliffe to head the Central Intelligence Agency. Mr. Ratcliffe's experience as a lawmaker overseeing intelligence agencies and then as director of national intelligence highlighted his readiness to stand up to CIA abuses during the Russia investigation. But it takes more than a strong director to lead the CIA. Implementing meaningful change requires a capable team.
Drawing from 19 years at the CIA under four presidents and eight directors, insight into how the next director can navigate and reform the entrenched bureaucracy often referred to as the “deep state.” We provide
The goal should not simply be to dismantle the deep state, but to establish an environment where transparency, accountability, and honesty are the new norm.
History has shown that even the most seasoned managers can become figureheads without solid backing. When John A. McCone succeeded Allen Dulles in the 1960s, Dulles' officials maintained control of the agency and kept McCone in the dark about important activities. Most recently, John Brennan's influence persisted within the CIA under the leadership of Mike Pompeo. Gina Haspel, who served as Mr. Pompeo's deputy and later became director, carried on Mr. Brennan's legacy through a proxy. Mr. Brennan had handpicked and groomed Mr. Haspel, who reportedly played a key role in the creation of the Steele dossier.
To bring about real change, the new director will need to secure institutional support, including the deputy director. The Deputy Director will complement Mr. Ratcliffe's vision and play a key role in overcoming bureaucratic inertia. This position must focus on effectively managing agency operations rather than career civil servants dictating their will to the Secretary. Appointing the right deputy director is essential to achieving meaningful reform.
Many people do not realize how much of the CIA director and deputy director's time is spent on protocol duties. They manage communications and meetings with foreign dignitaries and advise the president and key government officials on complex intelligence issues. As a result, career CIA officers, sometimes referred to as “defenders of bureaucracy,” are often responsible for much of the operational management.
This makes the role of the chief operating officer, the number three official in a government agency, particularly important. The COO oversees day-to-day operations and serves as a critical link between CIA leadership and operational staff. If the COO is aligned with the director's goals, it can dramatically improve the director's ability to implement policy changes. The new secretary will be in line with the reform of the chief operating officer (COO), rather than a career bureaucrat controlling the chief operating officer (COO), deputy secretary, and secretary, as was the case with McCone and Pompeo. and deputy commissioners should be able to manage government agencies.
Other important appointments include often overlooked stakeholders, such as the heads of the Office of Parliamentary Affairs and the Office of Public Affairs. Parliamentary affairs play an important role in shaping perceptions and securing support in Parliament. Without reliable allies here, bureaucrats can undermine the Secretary's policies through legislative channels. Similarly, the Office of Public Affairs influences public and media discourse about the CIA. Controlling this office can prevent leaks aimed at discrediting the director or pressuring him to serve bureaucratic interests rather than pursuing meaningful reform.
And we must not forget the General Counsel's Office. Past misconduct in this office, particularly in the handling of personnel and whistleblower matters, highlights the urgent need for legal adjustments to align with the reform of the Office of the Secretary. OGC's litigation division has staunchly defended the bureaucracy and sought to crush whistleblowers, making it nearly impossible to foster a culture of agency accountability aimed at deterring abuses of power. are.
The challenges at hand are enormous. The internal culture of the CIA and the dynamics of the broader intelligence community resist change. History offers cautionary tales, such as the tenure of former Secretary Porter Goss, who faced intense internal opposition. His efforts to implement reforms were marred by leaks that ultimately embarrassed his leadership and shortened his tenure. The next secretary must know that he or she may suffer the same fate as deeply rooted career bureaucrats who resist change.
When Ratcliffe or his successor assumes the office of Secretary, he must be prepared to battle internal obstructionists and internal inertia and resistance. The support system surrounding the new Director will determine his success in leading the CIA and truly reforming the agency. The goal is not simply to dismantle the deep state, but to establish an environment where transparency, accountability, and honesty are the new norm, and the real purpose is to protect national security without overstepping government boundaries. The goal should be to ensure that the goals are fulfilled.
Ratcliffe faces a difficult journey that will test his resolve like never before. But with the right team and strategy, he has the potential to redefine CIA leadership in the 21st century. By promoting a culture of accountability and transparency, Mr. Ratcliffe can help the CIA free itself from abuses of power and bureaucratic overreach and return to its original purpose.
