For a few moments during the Super Bowl, viewers caught a glimpse of U.S. Marines at Camp Leatherneck, Afghanistan, ready for the game. The clip marked only the second high-definition shot broadcast out of the country.

Thanks to search engine overload, the answer to any question is seemingly never more than a mouse click away. But a new eye-controlled laptop could ensure that information is literally available in the blink of an eye.

Members of the 2nd Space Operations Squadron (2 SOPS) deployed a novel tool to Afghanistan last month, giving warfighters the ability to combine Global Positioning System (GPS) capabilities with Google Earth. The resource enhances situational awareness and information sharing, and developers intend it to assist with planning efforts.

Humans organize to get big things done. And for years leaders and thinkers have tried to optimize organizations. You have no doubt studied this yourself. Do you remember reading books like “The Peter Principle: Why Things Always Go Wrong” or perhaps the true genius of Scott Adams in works like “This Is the Part Where You Pretend to Add Value.” Those are great timeless works because they are working off enduring human scripts. You can find other insights into human dynamics in organizations, of course, in leadership books from greats from Carnegie to Covey.

Walk up to a terminal, swipe a card and log in to a single, consolidated network architecture. That is the future the Navy envisions for its sailors when they disembark after a deployment and want to use a network on land, or vice versa—something that is difficult to do in today’s environment of cluttered legacy networks.

The dynamic environment that defines trends from social development to technology innovation is wreaking havoc on attempts to plan an effective national security structure. Coupled with severe budget limitations arising from the global economic crisis, this rapidly changing milieu is revolutionizing warfighting in ways that cannot be countered—or even predicted—on short notice.