The White House Office of Science and Technology Policy recently joined with a coalition of private-sector partners from the telecommunications industry to expand the Warriors 4 Wireless pilot program, a new nonprofit effort aimed at connecting veterans and returning service members to jobs in the rapidly growing wireless telecommunications industry.
The U.S. Navy faces some hard decisions as it girds for a changing global security environment that features new and diverse threats and a greater demand for its presence in the Asia-Pacific region. The choices offered the Navy include developing a new way of obtaining needed technologies and capabilities; changing the way it establishes priorities in acquisition; applying social media to networking practices; and even turning back the clock to the era before modern network-centric warfare.
Partnering with industry is not a new concept for the military. However, with funding limits plunging, the commander of the U.S. Pacific Fleet has extended an invitation to industry to come up with ways of giving the Navy what it needs in economic ways.
For years, the U.S. Navy built its force around the concept of network-centric operations. Now that it has some of the most advanced information technology capabilities in the military realm, the U.S. Pacific Fleet must re-learn how to operate without them in a disconnected, intermittent, low-bandwidth (DIL) environment.
With the new Joint Information Environment looming as the basis for networking across the force, planners must consider how to add coalition allies and nontraditional partners. Establishing communities of interest may be the answer.
The move to the cloud offers great potential for U.S. Navy information technology efforts. Yet, other aspects such as applications and integrated capability sets must work their way into the sea service cyber realm.
Reductions in defense funding are having a greater effect on the force than simply instilling fiscal belt-tightening. Already strapped for cash, the services are exploring innovative ideas for cost-efficient information technology acquisition.
Future defense information technology is likely to focus on a set of services instead of specific elements. Accordingly, bidders likely will consist of industry teams bringing diverse expertise to the acquisition table.
Instead of deciding where to spend its money, the Pentagon now must decide where not to spend its increasingly scarce cash resources. This entails risk assessment that focuses on how not to hurt the warfighter.
Cyber has provided the means for rapidly assembling and operating military coalitions in the post-Cold-War era. Now, the very nature of the domain may require coalitions to save it from a growing menu of threats. These threats can range from annoying hackers to organized crime to malicious nation-states and even geopolitical movements to restrict the flow of ideas. While the panoply of perils is diverse, the actions to defend against them may have to spring from the well of government and organizational cooperation.