This dissertation explores the roots of organized intelligence integration on the United Kingdom's Joint Intelligence Committee and the perennial quest of American intelligence reform culminating with the Office of the Director of National Intelligence. The time and space when these organizations rose to prominence merit further analysis and scholarship. Both were born during times of crisis within bureaucracies inadequately synthesizing information or generating assessments on external threats. Anachronistic processes unable to meet expanding requirements resulted in nationwide insecurity. Neither London nor Washington were satisfied with the status-quo and pursued reformation. Visionary leadership overcame institutional barriers to design and construct new management systems for integration of multidisciplinary intelligence emanating from an established architecture of civilian and military organizations. Thus, integration supported an advanced framework for the decision-making process consequentially fortifying statecraft. This historical narrative steeped in British collegiality and American pragmatism yields utilitarian lessons that can strengthen management today.