The U.S. military is moving closer to full implementation of a system that will transform how intelligence is collected and disseminated. By making raw and complete material available to analysts and others worldwide, the technology will blur the line dividing operations and intelligence.
The U.S. joint organization baptized by fire in Persian Gulf operations is extending its innate flexibility to reserve warfighters working at the tip of the spear. The Standing Joint Force Headquarters is recruiting officer reservists willing to deploy to disaster hot spots with only 72 hours notice. In return, these new members augmenting rapid response teams will enjoy more predictability in their duty schedule. According to U.S. Joint Forces Command leaders, the innovative approach is a win-win proposition: The military leverages the expertise found in the civilian sector, and reservists can balance their military, business and personal lives better.
The lines between intelligence, operations and planning continue to blur as the U.S. military expands its efforts to integrate the three disciplines. By combining personnel from the three fields within joint centers at the national, command and tactical levels, the U.S. Defense Department aims to transform how missions are undertaken. Appropriately, the command designated for joint operations is leading an effort to help other commands consolidate their vital functions in these centers.
The transformation fever that is igniting innovation throughout the services is wicking its way up to the joint military leadership. Stoking the fires is the innovative Joint Net-Centric Operations Campaign Plan that calls for new ways of connecting the warfighter, leveraging enterprise services, securing the network, accelerating information sharing, synchronizing network capability delivery and managing the enterprise. Firing up these bold initiatives will require changing acquisition processes, fostering not only interoperability but also interdependence and tapping the talents of an Internet generation consumed with the possibilities of the next new capability.
A newly established government agency is helping the U.S. Defense Department transform the way it does business. The organization is charged with improving how the military tracks and valuates its many assets and how it purchases equipment. Reporting directly to Congress, the agency is mandated to meet tight deadlines and to maintain maximum transparency in its operations.
The U.S. Army is synchronizing its information technology efforts for the future by increasing and improving communication among senior leaders. The primary vehicle for this effort is the service's Office of the Chief Information Officer/G-6 500-Day Plan, which was revealed last fall. In addition to outlining the Army's vision, mission, goals and objectives, the strategy calls for regular reporting from high-level personnel in charge of achieving the initiatives it sets forth and measuring progress.