21 luglio 2010

Top Secret America, una nazione di intercettatori

Sto proseguendo in questi giorni la lettura dell'inchiesta del Washington Post sul mondo dell'intelligence e dell'antiterrorismo negli Stati Uniti, Top Secret America. La serie entra negli ingranaggi di una macchina che l'amministrazione Bush ha decisco - con molte ragioni - di rafforzare enormemente, ma che secondo il quotidiano ha assunto dimensioni inattese e soprattutto è sfuggita a ogni controllo di budget e probabilmente di obiettivo. Un fiume di denaro si è riversato sui tradizionali contractors e fornitori, scatenando un vero e proprio arrembaggio. Riporto qui un estratto dedicato a General Dynamics, una azienda di tecnologie militari le cui origini risalgono, alla fine dell'Ottocento e alla costruzione dei sottomarini, fino all'acquisizione di un brand che conosciamo tutti: Canadair. Dal 9/11 General Dynamics ha subito profonde trasformazioni che l'hanno portata a focalizzarsi sugli aspetti dell'intelligence, dall'intercettazione all'analisi delle informazioni. In questo periodo ha acquisito 11 società specializzate, ma soprattutto è passata da un fatturato di 10 miliardi di dollari nel 2000 a un volume di 32 miliardi nel 2009.
Sono soldi che creano molta occupazione e nuova edilizia. Ma è denaro ben speso tenendo conto di tutte le variabili in gioco? Secondo il Washington Post i costi rischiano di essere di gran lunga superiori ai benefici, specie se si tiene conto di ripercussioni come la perdita del controllo democratico o il rafforzamento di una cultura della paura e del sospetto. Due derive da cui non è facile tornare.
Per vostra comodità ecco i link ai tre articoli finora pubblicati:

e le relative gallerie fotografiche

(...) To understand how these firms have come to dominate the post-9/11 era, there's no better place to start than the Herndon office of General Dynamics. One recent afternoon there, Ken Pohill was watching a series of unclassified images, the first of which showed a white truck moving across his computer monitor.
The truck was in Afghanistan, and a video camera bolted to the belly of a U.S. surveillance plane was following it. Pohill could access a dozen images that might help an intelligence analyst figure out whether the truck driver was just a truck driver or part of a network making roadside bombs to kill American soldiers.
To do this, he clicked his computer mouse. Up popped a picture of the truck driver's house, with notes about visitors. Another click. Up popped infrared video of the vehicle. Click: Analysis of an object thrown from the driver's side. Click: U-2 imagery. Click: A history of the truck's movement. Click. A Google Earth map of friendly forces. Click: A chat box with everyone else following the truck, too.
Ten years ago, if Pohill had worked for General Dynamics, he probably would have had a job bending steel. Then, the company's center of gravity was the industrial port city of Groton, Conn., where men and women in wet galoshes churned out submarines, the thoroughbreds of naval warfare. Today, the firm's commercial core is made up of data tools such as the digital imagery library in Herndon and the secure BlackBerry-like device used by President Obama, both developed at a carpeted suburban office by employees in loafers and heels.
The evolution of General Dynamics was based on one simple strategy: Follow the money.
The company embraced the emerging intelligence-driven style of warfare. It developed small-target identification systems and equipment that could intercept an insurgent's cellphone and laptop communications. It found ways to sort the billions of data points collected by intelligence agencies into piles of information that a single person could analyze.
It also began gobbling up smaller companies that could help it dominate the new intelligence landscape, just as its competitors were doing. Between 2001 and 2010, the company acquired 11 firms specializing in satellites, signals and geospatial intelligence, surveillance, reconnaissance, technology integration and imagery.
On Sept. 11, 2001, General Dynamics was working with nine intelligence organizations. Now it has contracts with all 16. Its employees fill the halls of the NSA and DHS. The corporation was paid hundreds of millions of dollars to set up and manage DHS's new offices in 2003, including its National Operations Center, Office of Intelligence and Analysis and Office of Security. Its employees do everything from deciding which threats to investigate to answering phones.
General Dynamics' bottom line reflects its successful transformation. It also reflects how much the U.S. government - the firm's largest customer by far - has paid the company beyond what it costs to do the work, which is, after all, the goal of every profit-making corporation.
The company reported $31.9 billion in revenue in 2009, up from $10.4 billion in 2000. Its workforce has more than doubled in that time, from 43,300 to 91,700 employees, according to the company.
Revenue from General Dynamics' intelligence- and information-related divisions, where the majority of its top-secret work is done, climbed to $10 billion in the second quarter of 2009, up from $2.4 billion in 2000, accounting for 34 percent of its overall revenue last year.
The company's profitability is on display in its Falls Church headquarters. There's a soaring, art-filled lobby, bistro meals served on china enameled with the General Dynamics logo and an auditorium with seven rows of white leather-upholstered seats, each with its own microphone and laptop docking station.
General Dynamics now has operations in every corner of the intelligence world. It helps counterintelligence operators and trains new analysts. It has a $600 million Air Force contract to intercept communications. It makes $1 billion a year keeping hackers out of U.S. computer networks and encrypting military communications. It even conducts information operations, the murky military art of trying to persuade foreigners to align their views with U.S. interests.
"The American intelligence community is an important market for our company," said General Dynamics spokesman Kendell Pease. "Over time, we have tailored our organization to deliver affordable, best-of-breed products and services to meet those agencies' unique requirements."
In September 2009, General Dynamics won a $10 million contract from the U.S. Special Operations Command's psychological operations unit to create Web sites to influence foreigners' views of U.S. policy. To do that, the company hired writers, editors and designers to produce a set of daily news sites tailored to five regions of the world. They appear as regular news Web sites, with names such as "SETimes.com: The News and Views of Southeast Europe." The first indication that they are run on behalf of the military comes at the bottom of the home page with the word "Disclaimer." Only by clicking on that do you learn that "the Southeast European Times (SET) is a Web site sponsored by the United States European Command."
What all of these contracts add up to: This year, General Dynamics' overall revenue was $7.8 billion in the first quarter, Jay L. Johnson, the company's chief executive and president, said at an earnings conference call in April. "We've hit the deck running in the first quarter," he said, "and we're on our way to another successful year."

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