Harvest is a cloud-based time tracking tool designed for businesses of all sizes. The solution provides timesheet and invoicing features for small businesses and freelancers. Key features include time and expense management, team management, project management, scheduling and invoicing.
Basin is a basic form backend that lets you collect data from submissions without writing a single line of code.Basin Integrations
Harvest + Google SheetsCreate a row in Google Sheets spreadsheet for new Harvest time entry Read More...
Harvest + MailChimpAutomatically adds contacts to MailChimp list when they are created in Harvest Read More...
It's easy to connect Harvest + Basin without coding knowledge. Start creating your own business flow.
Triggers when you add a new client.
Triggers when you add a new contact.
Triggers when you add a new invoice (with line item support).
Triggers when you add a new invoice.
Triggers when you add a new person.
Triggers when you add a new project.
Triggers when you add a new task.
Triggers when a new timesheet entry is created for today.
Triggers when a person is assigned to a project.
Triggers when a user submits to your form.
Creates a new timesheet entry for the current day.
One of the key points of President Bush’s presidency was his goal of integrating the efforts of the United States intelligence community. Two organizations which were impacted by this goal were the CIA and the FBI. The CIA was created in 1947 for the purpose of gathering information on national security. In 1976, FBI Director William Webster “created an intelligence division in the bureau to analyze crime and terrorism.” (Harmon, 2005. Both agencies had very different aims and the methods they used to obtain information were also very different. The CIA was more invpved in covert activities and relied on confidential informants and secret overseas sources. The FBI, on the other hand, relied on direct questioning of people who were thought to have information useful to their case.
When former CIA Director George Tenet decided he wanted to improve the relationship between the two agencies, he placed a man from each agency in charge of integrating their intelligence programs. John Gordon, who had experience as an FBI agent prior to working with the CIA, was put in charge of planning the integration of the two agencies and helping them interact smoothly. He was given a year to accomplish his task. This article is about his experiences of being placed in this position and some of the lessons he learned during his year at the CIA.
John Gordon’s main goal when beginning this task was to make sure that there was not a rivalry between the two agencies and that they would be able to work together smoothly. He started off by going to see a friend whom he called “the one person I knew who could help me get a handle on what was really happening with this merger.” (Harmon, 2005. His friend was his pd boss at the FBI, who had been assigned to create an intelligence division while working under Webster. His friend gave Gordon five lessons which should be kept in mind while working with this merger.
Once Gordon had completed these five tasks, he began assembling teams from both agencies which were charged with integrating specific aspects of their operations. One group worked on putting together a list of common intelligence requirements which could be used by both organizations. Another group was in charge of creating a system for exchanging information between agencies which would ensure no piece of information was lost through the process. The last two groups were in charge of merging administrative procedures at both agencies and making sure that human resources systems were integrated so that it would be easier for agents to move between agencies if they chose to do so. All four groups worked together to make sure these tasks were accomplished before Gordon left at the end of his year as director of this initiative.
In retrospect, John Gordon says that he learned a lot from this experience which would assist him in any future endeavors he might have in government service. Most importantly, he learned about the importance of balancing resources with needs. If you want an organization to be effective then it is important not to waste money by using more resources than you really need or having too much redundancy in your system. It is also important to break down barriers between agencies and encourage cooperation between employees so that they are not competing against each other for funding or other types of resources. He also learned that it is best if leaders can do both leading and managing because if they are just good at one but not at the other then their ability to lead effectively will be decreased significantly. Finally, he learned about how important it is for intelligence analysis to be made an integral part of operations rather than just providing support for specific plans and activities when needed. If analysts are included in daily operations then they will have more time to come up with long-term plans for dealing with situations which arise unexpectedly and will probably have better sputions than those who are given short notice before they have a plan ready for action.
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