This paper will begin by presenting the true status of interagency coordination on 11 September 2001. Then, using the author’s experience as the Deputy Director of U.S. Central Command’s Joint Interagency Coordination Group (JIACG) for over two years, having deployed to both Afghanistan and Iraq, it will identify the many obstacles to interagency coordination. These obstacles include each agency’s different organizational culture, strategic vision, and mission, as well as the Department of Defense’s (DOD) resistance to change and its often-overriding concern with providing other governmental agencies (OGAs) multiple points of entry into the DOD planning process. It will argue that such visions and missions can be harmonized by reference back to the National Security Strategy and that differing opinions and cultures, where not blindly followed, actually add depth to both the crisis and deliberate planning process.