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Navy to Expand Information Dominance Capabilities

March 6, 2014
By Henry S. Kenyon

The U.S. Navy is working to incorporate information dominance as a key part of its future warfighting tool kit. As a part of this ongoing effort, the sea service is standing up a new force dedicated to information dominance, which will tap into many cutting edge capabilities such as cyberwarfare and unmanned systems.

The seeds for the current undertaking began when the Navy merged its information dominance capabilities several years ago, said Vice Adm. Ted N. Branch, USN, deputy chief of naval operations and director of naval intelligence. Speaking at an event hosted by AFCEA’s Northern Virginia Chapter on February 21, he noted that the Navy’s advantage in this area comes from its communications and decision making systems—capabilities that help maximize military potential. “Information dominance is about warfighting. It’s about warfighting in the information age,” Adm. Branch shared.

Adm. Branch observed that many personnel in the military, especially those in information dominance roles, do not see themselves as warriors. “But we have many people [among them] who could kill you with a click,” he said.

The Navy is working on expanding its information dominance corps to help define new tactics and techniques for information warfare. But while this group holds promise, Adm. Branch notes that it is still a work in progress. “It’s not cooked yet,” he said.

As a part of these efforts, the Navy will stand up a dedicated information dominance force this October. The service will work with the information dominance board to plan out this process and to move more resources to this force, explained the admiral.

NIE Successes for Small Businesses

February 28, 2014
By Rita Boland

As the U.S. Army’s Network Integration Evaluation continues to build on its positives and address its challenges, progress is being made in acquiring more capability from small business through efforts at the event.

Looking Within and Looking Beyond the Far Horizon

February 14, 2014
By Robert K. Ackerman

Internal change may be the key to managing external change as the U.S. Navy, the U.S. Marine Corps and the U.S. Coast Guard enter a new era of limited budgets and unlimited global challenges. From research and development to acquisition, these services are looking toward changing methods and technologies to keep the force viable and accomplish their missions. Meanwhile, a range of adversaries continue striving to find and exploit weaknesses in U.S. capabilities and operations.

Technologies Offer Hope for Navy Operations

February 13, 2014
By Robert K. Ackerman

The U.S. Navy is looking to technology to help it fulfill its mission obligations in a time of severe budget constraints. Commercial technologies may provide effective solutions at a fraction of their military counterparts; innovations promise to add advanced capabilities to existing platforms; and new readiness plans may help economize deployments while increasing effectiveness. However, a lot of plans must fall into place for these technologies to take their places in the force.

 

What’s In a Name? Quite a Bit.

March 1, 2014
By Lt. Gen. Daniel P. Bolger, USA (Ret.)

In the second act of William Shakespeare’s Romeo and Juliet, musing aloud, the heroine speaks that justly famous line: “What’s in a name? That which we call a rose by any other name would smell as sweet.” True enough—but The Tragedy of Fred and Juliet lacks a certain zing. Juliet’s lament aside, Shakespeare knew reality. We best remember those items rightly named.

That is as true in the military as any other line of work. And, it has more relevance today in an information age in which credibility often is suspect.

The proper term in Shakespeare’s day did not include operational code names. When the English marched to battle in France, it was known as the Agincourt expedition, or the advance of King Henry V, or the campaign of 1415, or what we did last summer. Of course, Henry’s command and control system consisted of an occasional meeting with a few dukes and a mantra of, “Do as I do.” When Henry moved, the English followed. When he stopped and held ground, his knights and archers did likewise.

But as militaries grew in size and scope—invigorated by messages first horse-borne, then telegraphed, then radioed and now tweeted—any old name for an operation would not do. With apologies to Shakespeare, by the time of the Great War of 1914-18, military plans gained code names—shorthand titles rapidly transmitted, quickly received, immediately understood by those who needed to know and at least potentially confusing to curious enemy listeners. Had it stayed there, all would have been fine.

Modern warfare, however, is not a sport of kings. Waging war today, especially for modern militaries such as the United States’, requires popular support and public funding. As Shakespeare knew well, to keep the audience interested names must do more than identify. You go with Hamlet, Lear and Romeo, not Bill, Joe and Fred. Names must resonate. They need to sell. They have to look good on T-shirts and websites.

Defense and Security In Europe Today

March 1, 2014
By Kent R. Schneider

Even though the Cold War has ended and the monolithic threat against the West has disappeared, the relationship between Europe and the United States remains vital. Europe includes some of the United States’ strongest coalition partners and alliances; the two economies are closely tied and interdependent; and defense and security in Europe are evolving rapidly, just as in the United States. AFCEA chapters and members outside the United States number the greatest in Europe.

Question: Should Industry Ignore the Joint Information Environment (JIE)?

March 1, 2014
By Al Mink

It’s impossible these days to attend a U.S. Defense Department information technology presentation without repeated mentions of the Joint Information Environment (JIE). But industry representatives often ask, “What does JIE mean to me?” I did some digging into the environment—leveraging the expertise of the AFCEA Technology Committee, discussions with several senior defense information technology leaders and insights from colleagues at my firm who participated in JIE Increment 1 in Europe.

Military leaders emphasize that the JIE is not a funded program. However, industry would be wrong to relegate the environment to the graveyard of other unfunded initiatives. The JIE affects industry in three areas: subject matter expertise (SME), directly related modernization and non-JIE modernization.

Already, the military has tapped industry for SME support. For example, both the department’s chief information officer and the Defense Information Systems Agency (DISA) have obtained industry expertise through task orders containing JIE scope. As the JIE gains momentum, government organizations increasingly will require SME related to the JIE.

Romania Stretches Out Military Modernization

March 1, 2014
By Robert K. Ackerman

Romania has opted to extend its force modernization period rather than cut important purchases as it deals with its version of the global budget crisis. Despite suffering from the severe economic downturn that began more than five years ago, the Black Sea country continues to upgrade its military with the goal of being a significant security force in an uncertain region.

Ramping Up the Cyber Criminal Hunt

March 1, 2014
By George I. Seffers

U.S. Secret Service officials are establishing two new cybercrime task forces—in Cincinnati and Denver—that will enhance the agency’s ability to detect and investigate information technology-related crimes, including credit card theft, attacks on the banking and finance infrastructure and identity fraud.

Royal Navy Rejoins Big Leagues

March 1, 2014
By Rita Boland

The U.K. Royal Navy has re-established itself as a world-class force in the area of maritime air defense through the launch of its new destroyers, the most advanced ships the British ever have sent to sea. The latest of the vessels recently returned from its maiden deployment, proving not only the capabilities of its class but also its own flexibility and adaptability.

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