U.S. National Security Council accepted the conclusions and recommendations of the report. It remained to implement them. In May 1950, Truman decided that Smith was the man he needed for the CIA. Before Smith could assume the post on 7 October, there was a major intelligence failure. The North Korean invasion of South Korea in June 1950, which started the Korean War, took the administration entirely by surprise and raised fears of World War III. Since Smith knew little about the CIA, he asked for a deputy who knew a lot. Sidney Souers, the executive secretary of the National Security Council, recommended William Harding Jackson, one of the authors of the Dulles-Jackson-Correa Report, to Smith. Jackson accepted the post of deputy director on three conditions, one of which was "no bawlings out." Smith and Jackson moved to reorganize the agency in line with the recommendations of the Dulles-Jackson-Correa Report. They streamlined procedures to gather and disseminate intelligence. On 10 October, Smith was asked to prepare estimates for the Wake Island Conference between the president and General Douglas MacArthur. Smith insisted for the estimates to be simple, readable, conclusive, and useful, rather than mere background. They reflected the best information available, but unfortunately, one estimate concluded that the Chinese would not intervene in Korea, which was another major intelligence failure. Four months after the outbreak of the Korean War, the CIA had produced no co-ordinated estimate of the situation in Korea. Smith created a new Office of National Estimates (ONE) under the direction of William L. Langer, the Harvard historian who had led the Research and Analysis branch of the wartime Office of Strategic Services (OSS). Langer's staff created procedures that were followed for the next two decades. Smith stepped up efforts to obtain economic, psychological, and photographic intelligence. By 1 December, Smith had formed a Directorate for Administration. The agency would ultimately be divided by function into three directorates: Administration, Plans, and Intelligence. Smith is remembered in the CIA as its first successful Director of Central Intelligence and one of its most effective by redefining its structure and mission. The CIA's expansive covert action program remained the responsibility of Frank Wisner's quasi-independent Office of Policy Coordination (OPC), but Smith began to bring OPC under the DCI's control. In early January 1951 he made Allen Dulles the first deputy director for plans (DDP), to supervise both OPC and the CIA's separate