Archive for the 'Homeland Security' Category
The demands of the warfighter are like cheese processed through the lactose intolerant digestive tract that is military supply; though digestion is a vital process, it can be unspeakably painful and smell of rotten eggs. End-users already plagued by rapidly decreasing manning and time are now interrupted by long backorder lead times, artificial constraints on off-the-shelf solutions, and funding. Personnel are known to skip the supply system altogether, purchasing parts or equipment out of pocket when an inspection is on the line. This both hides the problem and takes from the pockets our sailors. The military has forgotten that supply exists for the utility the operator, not the ease of the audited. For the military supply system to regain the trust and capabilities necessary to serve the end-user, reforms to the way supplies are selected, commercial purchases are managed, and funding requested are necessary.
The first major problem is the Coordinated Shipboard Allowance List (COSAL). COSAL is a process by which the navy’s supply system determines what supplies it should stock on the shelves; items are ordered through the in-house supply system and the hits in the system raise the priority to stock. Unfortunately, COSAL is reactive rather than predictive and cannot meet the needs of either the new aches of an aging fleet or the growing pains of new ships. As ships grow long-in-the-tooth, parts and equipment once reliable require replacement or repair. New ships find casualties in systems meant to last several years. Equipment lists also change, leading to fleet-wide demands for devices only in limited, if any, supply. The non-COSAL items are suddenly in great demand but nowhere to be found. Critical casualties have month+ long wait-times for repairs as parts are back-ordered from little COSAL support. Commands attempt to fill their time-sensitive need by open purchasing these items from the external market, which are not COSAL tracked. This leads to either supply forcing the workcenter to order through supply and end-users waiting potentially months for critical backordered items, or the open purchase being accomplished and COSAL staying unchanged. Although difficult, the supply system should be more flexible to open-purchasing stock item equivalents due to time constraints while integrating open purchase equivalence tracking into the COSAL process. This bypasses the faults of COSAL’s reactionary nature while still updating the supply system with the changing demands.
The limitations on open purchasing (buying commercial off-the-shelf) create artificial shortages of material easily available on the street. Namely, when items are not under General Services Administration (GSA) contract, single vendor purchases or purchases for a single purpose cannot exceed $3,000, no matter how the critical need or short the deadline. This further exacerbates the problems from an unsupportive COSAL; if requirements exceed purchase limitations, requests are sent through a lengthy contracting process which wastes more time than money saved. The contracting requirement ignores the fact that from the work-center supervisor to the supply officer, everyone now has the ability to search the internet for companies and can compare quotes. Purchasers need not be encouraged to spend less money, since they have the natural deisre to stretch their budget as far as possible. Contracting opportunities also become more scarce as the end of the fiscal year approaches, since money “dedicated” to a contracting purchase is lost if the clock turns over and no resolution is found. This means money lost to the command and vital equipment left unpurchased. For deployed/deployable units, this can be unacceptable. The supply system exists to fulfill the operational needs of the training/deployed demand-side, not to streamline the risk-averse audit demands of the supply side. If not raising the price-ceilings of non-GSA purchases for operational commands, the rule against split purchasing by spreading single-type purchases across multiple vendors should be removed. Breaking out a single purchase amongst several vendors alleviates the risk that large purchases are being made to single vendors due to kick-backs. This would call for more diligence on the part of Supply Officers, but that is why they exist.
Finally, the recent Presidential Debates have shown the military’s poor ability to communicate the message that funding is becoming an increasingly critical issue force-wide. To many, the defense budget is so large that cuts are academic, savings no doubt hiding throughout the labyrinthine bureaucracy. However, for those of us who had no money to buy everything from tools to toilet paper for a month, it’s a more practical problem. Long before sequestration, Secretary Gates started the DoD on the path of making pre-emptive cuts before outside entities made those choices for the DoD. However, the military has made a poor show of communicating that these cuts have become excessive and are now cutting into the muscle of the force. Obeying the directive to cut funding does not require quietly accepting these cuts; now the Commander and Chief believes the military not even in need of a cut freeze, let alone a funding increase. With Hydra of manning, material, and training issues constantly growing new heads, the strategic communicators must come out in force to correct this misconception. While administrative savings can be found, our capabilities are paying the price for the budgetary experiment. Military leadership should, in part, involve advocacy; obedience requires the resources to execute the mission.
The supply system is a painful process, but with rather humble reforms, that pain can be both lessened and taken off the shoulders of whom the system exists to serve. With a reformed COSAL tracking open purchases, a loosened open-purchase limit that puts the stress on the supplier rather than operator, and better strategic communications about funding, we can apply a bit of lactaid to an otherwise painful process.
Much has been written of late about “Creating Cyber Warriors” within the Navy’s Officer Corps. In fact, three prominent and well-respected members of the Navy’s Information Dominance Corps published a very well articulated article by that very title in the October 2012 edition of Proceedings. It is evident that the days of feeling compelled to advocate for such expertise within our wardroom are behind us. We have gotten passed the WHY and are in the throes of debating the WHAT and HOW. In essence, we know WHY we need cyber expertise and we know WHAT cyber expertise we need. What we don’t seem to have agreement on is WHO should deliver such expertise and HOW do we get there.
As a proud member of both the Cryptologic Community and the Information Dominance Corps, I feel confident stating the responsibility for cultivating such expertise lies squarely on our own shoulders. The Information Dominance Corps, and more specifically the Cryptologic and Information Professional Communities, have a shared responsibility to “Deliver Geeks to the Fleet.” That’s right, I said “Geeks” and not “Cyber Warriors.” We don’t need, and despite the language many are using, the Navy doesn’t truly want “Cyber Warriors.” We need and want “Cyber Geeks.” Rather than lobby for Unrestricted Line status, which seems to be the center of gravity for some, we should focus entirely on delivering operational expertise regardless of our officer community designation.
For far too long, many people in the Restricted Line Communities have looked at the Unrestricted Line Communities as the cool kids in school. Some consider them the “in-crowd” and want to sit at their lunch table. Some think wearing another community’s warfare device validates us as naval officers and is the path to acceptance, opportunity, and truly fitting in. We feel an obligation to speak their language, understand the inner workings of their culture, and act more and more like them. Some have grown so weary of being different or considered weird that many would say we’ve lost our identity. Though establishment of the Information Dominance Corps has revitalized our identity, created a unity of effort amongst us in the information mission areas, and further established information as a legitimate warfare area, many continue to advocate that we are lesser because of our Restricted Line status. We seem to think we want and need to be Unrestricted Line Officers ourselves. Why? Sure, we would like to have direct accessions so that we can deliberately grow and select the specialized expertise necessary to deliver cyber effects to the Fleet. Yes, we would like a seat at the power table monopolized by Unrestricted Line Officers. And yes, we would appreciate the opportunity to have more of our own enjoy the levels of influence VADM Mike Rogers currently does as Commander, Fleet Cyber Command and Commander, U.S. TENTH Fleet.
But there is another path; a path that celebrates, strengthens, and capitalizes on our uniqueness.
In the private sector, companies are continually racing to the middle so they can appeal to the masses. It’s a race to the bottom that comes from a focus on cutting costs as a means of gaining market share. There are, however, some obvious exceptions, my favorite of which is Apple. Steve Jobs was not overly interested in addressing customers’ perceived desires. Instead, he anticipated the needs of the marketplace, showed the world what was possible before anyone else even dreamt it, and grew a demand signal that did not previously exist. He was not interested in appealing to the masses and he surely wasn’t focused on the acceptance of others in his industry. He was focused on creating unique value (i.e. meaningful entrepreneurship over hollow innovation), putting “a dent in the universe,” and delivering a product about which he was personally proud. We know how this approach evolved. The market moved toward Apple; the music, movie, phone, and computing industries were forever changed; and the technological bar was raised with each product delivered under his leadership. Rather than lobby for a seat at the table where other leaders were sitting, he sat alone and watched others pick up their trays to sit with him. Even those who chose not to sit with him were looking over at his table with envy, doing their best to incrementally build on the revolutionary advances only he was able to realize.
Rather than seek legitimacy by advocating to be part of Team Unrestricted Line, we ought to focus on delivering so much value that we are considered a vital part of each and every team because of our uniqueness. I am reminded of a book by Seth Godin titled “We Are All Weird.” In it he refers to “masses” as the undifferentiated, “normal” as the defining characteristics of the masses, and “weird” as those who have chosen not to blindly conform to the way things have always been done. For the sake of argument, let’s consider the Unrestricted Line Officers as the masses, those considering themselves “warfighters” as the normal, and the Information Dominance Corps as the weird. I say the last with a sense of hope. I hope that we care enough to maintain our weirdness and that we don’t give in to the peer pressure that could drive us to lobby for a seat at what others perceive to be “The Cool Table.” By choosing to be weird and committing more than ever to embrace our geekiness, the table perceived to be cool will be the one at which the four Information Dominance Communities currently sit. It won’t happen by accident, but it will happen, provided we want it to happen. Not because we want to be perceived as “cool,” but because we are so good at what we do, and we deliver so much unique value to the Navy and Nation, that no warfighting team is considered complete without its own personal “Cyber Geek.”
I sincerely respect the opinions voiced in the article to which I referred earlier in this post. However, I think we are better than we give ourselves credit for. Let’s not conform, let’s create. Let’s not generalize, let’s specialize. Let’s not be normal, let’s be weird. Let’s choose to be Geeks.
CDR Sean Heritage is an Information Warfare Officer who is currently transitioning from Command of NIOC Pensacola to Staff Officer at U.S. Cyber Command. He regularly posts to his leadership-focused blog, Connecting the Dots.
Over the past few weeks, senior military leaders and intelligence officials have publicly acknowledged the growing threat from foreign military forces to the US homeland. This may seem unrealistic given the overwhelming military advantage the United States has over any other nation’s military, but there are plausible scenarios where the US homeland could be vulnerable to attack, particularly during periods of US military operations overseas.
Before examining emerging threats that may place the security of the homeland at risk, one must first consider the complex problem of escalation. According to RAND, escalation can occur in several forms: vertical, horizontal and political. Escalation can also be carried out through conventional or asymmetric means. Certainly, attacks can be executed in the future to create a more complex hybrid escalation event. The US Military has already encountered the challenges posed by escalation during Operation Desert Storm.
As Iraqi President Saddam Hussein faced the reality of an overwhelming coalition force, he decided to use his over-matched military assets to attack civilian population centers in Israel. He also ignited oil fields in Southern Iraq in order to inflict environmental damage and to restrict coalition military movement. These are examples of horizontal and political escalation, respectively.
In discussing the new DOD Strategic Guidance, Dr. Janine Davidson recently noted that adversaries will likely go asymmetric and irregular to counter a US military advantage. This implies the US homeland will likely be in play should military force be used in the future. US military leaders and policy makers have not had to contend with this reality since World War II.
A host of legal/policy concerns, such as the Posse Comitatus Act and the imposition of wide-spread martial law, would challenge conventional thinking given these scenarios. An effective response would demand an unprecedented level of coordination and integration of Title 10 and Title 32 military forces with federal, state, and local law enforcement personnel. Some scenarios would likely have local law enforcement personnel performing ad hoc para-military operations. A significant military response within the homeland would certainly stress civil-military relations and threaten the civil liberties of US citizens, particularly those of certain ethnic groups associated with the adversary. Could this lead to increased radicalization or even threaten internal stability?
Current military capabilities that could be used to attack the US homeland include:
- Conventional attacks enabled by emerging technology
- Special Forces conducting direct action –Mumbai style attacks
- Weapons of Mass Destruction
- Improvised Explosive Devices
- Cyber Attacks
- Psychological Operations
- Economic Attacks
While these capabilities alone or in aggregate would certainly not defeat the US military, they can inflict damage to the homeland that would cause public support for military operations to either wane or force the military to take more aggressive action than would normally be prudent. Homeland attacks would also impose a significant cost imposition on the US, which would divert scarce resources away from other military operations.
Considering the prolonged military operations over the last decade, would US popular support for the wars in Iraq and Afghanistan have lasted as long as they have if US citizens were being killed in the homeland? In the future, would direct support for a critical ally, say Israel or Taiwan, withstand foreign military operations on the homeland or would US citizens demand military operations cease, as witnessed in Vietnam or Iraq?
Having to fight a two Combatant Command (COCOM) war has not been experienced by the modern US military since the National Security Act of 1947 established our current organizational structure. This scenario would provide an enormous challenge to coordinate and integrate operations between multiple COCOMs. An example the US could use as a precedent was having to respond to hurricane Katrina, while fighting limited wars in Iraq and Afghanistan. However during these events, leaders were not faced with command and control challenges or limited military resources. This would certainly not be the case in military operations against a near peer competitor.
The so called American way of war ensured the security of US interests over the past sixty years by taking overwhelming military force to the enemy’s doorstep. Unfortunately, the US will not be afforded that luxury in the future. Our nation’s military and civilian leaders must incorporate defending the homeland into their decision making calculus should military action be realistically considered in the future. The US public must also be aware that the decision to use military force will likely affect the livelihood of each American citizen in ways Americans have not witnessed during this generation.
The plausible scenarios associated with future wars will radically challenge our current perception of complex operations and will make the wars fought over the last 10 years seem like child’s play. The results of past operations speak for themselves and future wars will be even more complex and will demand a far greater level of strategic thinking and adaptation by both military and civilian leaders.
Robert Kozloski is a program analyst with the Department of the Navy and the author of “Rethinking Threats to The Homeland: Considerations for the Joint Force” currently under review at Joint Forces Quarterly.
Join us on Midrats for Episode 140: NORTHCOM and Disaster Response:
Everyone knows CENTCOM, many know PACOM or EUCOM … but what about NORTHCOM?
What is their role in national defense, and what special role does it have inside the United States – specifically in disaster response?
This Sunday, September 9th from 5-6pm EST, our guest for the full hour to discuss this and more will be Brigadier General Donald A. McGregor, the Deputy Director of Operations for Domestic Operations, Headquarters, United States Northern Command, Peterson Air Force Base, Colorado.
USNORTHCOM’s civil support mission includes domestic disaster relief operations that occur during fires, hurricanes, floods and earthquakes. Support also includes counter-drug operations and managing the consequences of a terrorist event employing a weapon of mass destruction.
NORTHCOM has been busy with forest fires, hurricanes and a whole lot more as it works with civilian agencies in the disaster area. Because hurricane season continues, earthquakes never stop and who knows what else can happen on a major level, this is a timely topic.
Russia has been increasing the reach of its navy in recent years, sending warships further afield as part of an effort to restore pride project power in a world dominated by the U.S. military.
That throws a wrench in our Maritime Strategy, it would seem. Or does it? What should our reaction be, militarily? And what, diplomatically? Should there be any?
James Clapper, Director of National Intelligence in the Obama Administration, thought so.
From the Daily Beast:
Whether or not sensitive weapons technology was moved to Syria is a hotly disputed question in the intelligence community. James Clapper, now the Director of National Intelligence and formerly the director of the National Geospatial Intelligence Agency, said in 2003 that he believed materials had been moved out of Iraq in the months before the war and cited satellite imagery.
If the Bashar al-Assad regime falls, and should the securing of the chemical and biological stockpiles of Syria be necessary, what would be the effect if some of those materials and munitions bear Iraqi markings?
Former Iraqi General Sada asserted that Saddam’s chemical stockpile was lifted, in his book “Saddam’s Secrets” and summarized by Investor’s Business Daily:
As Sada told the New York Sun, two Iraqi Airways Boeings were converted to cargo planes by removing the seats, and special Republican Guard units loaded the planes with chemical weapons materials.
There were 56 flights disguised as a relief effort after a 2002 Syrian dam collapse.
The IBD article also mentions Israeli General Yaalon’s assertions, and those of John Shaw regarding Russian assistance in the form of former KGB General Primakov:
There were also truck convoys into Syria. Sada’s comments came more than a month after Israel’s top general during Operation Iraqi Freedom, Moshe Yaalon, told the Sun that Saddam “transferred the chemical agents from Iraq to Syria.”
Both Israeli and U.S. intelligence observed large truck convoys leaving Iraq and entering Syria in the weeks and months before Operation Iraqi Freedom, John Shaw, former deputy undersecretary of defense for international technology security, told a private conference of former weapons inspectors and intelligence experts held in Arlington, Va., in 2006.
According to Shaw, ex-Russian intelligence chief Yevgeni Primakov, a KGB general with long-standing ties to Saddam, went to Iraq in December 2002 and stayed until just before the U.S.-led invasion in March 2003.
Anticipating the invasion, his job was to supervise the removal of such weapons and erase as much evidence of Russian involvement as possible.
An interesting statement from Brian Sayers, the director of government relations for the Syria Support Group:
We believe that if the United States does not act urgently, there is a real risk of a political vacuum in Syria, including the possibility of a dispersion of chemical weapons to rogue groups such as Hezbollah.”
What of a regime such as Saddam Hussein’s in Iraq that was suspected of actively attempting to peddle such weapons?
Should these suspicions surrounding Iraq’s possible pre-invasion transfer of its remaining chemical stockpile be confirmed, the silence being heard in the media regarding them will have been deafening.
Just in case folks still wanted to debate the existence of Syria’s stockpile, I think we might have our answer. How many carry Iraqi markings? How many, Russian?
It seems that USNS Rappahannock has fired on a small craft that ignored warnings and closed with her in the Persian Gulf. From the NBC News article:
The crew aboard the Navy ship sent out repeated warnings, including radio calls, flashing lights, lasers and ultimately warning shots from a 50-caliber machine gun. When the boat failed to heed the warnings, the crew was ordered to open fire with the 50-caliber gun.
It will be critically important that US civilian and military leadership emphasizes the above, and plasters images and accounts of USS Cole all over the news immediately and persistently for the next several weeks. We should be very proactive in letting the world know that there is a terror threat to US warships and auxiliaries posed by small craft, and any such vessel that ignores the warnings as were summarized above will be fired upon and destroyed.
We mustn’t begin the oh-so familiar course of meekly apologizing for having to kill those who threaten us. If we do, we will see many more actions such as this, likely designed to cause us to fit ourselves for ever-tighter handcuffs and more restrictive rules of engagement in combat on land and sea, which the enemy will use to increasing advantage to exploit his strengths and our weaknesses. On the contrary, we must be firm and aggressive with our reaction to the incident. Actions without strong narrative are subject to interpretation.
If the United States, and in particular the United States Navy, has any sense of true ‘strategic messaging”, we will let the rest of the world know that, should another small craft ignore similar warnings, it, too, will be fired upon. And any death or injury that results from such incidents is the responsibility of those who willfully ignore the warnings, and on those who likely have sent them.
The lead ship of the magnificent Iowa-class battleships, the fastest and most advanced gun ships every to put to sea, has arrived at her new home, Berth 87 in San Pedro, opposite the Los Angeles Maritime Museum, itself newly renovated.
Iowa (BB-61) was saved from her Suisun Bay purgatory, and the cutting torch, and will be open for visitors on 7 July. The veteran of World War II and Korea was recommissioned in 1984, and suffered the tragic explosion in Turret 2 in 1989, which killed 47 sailors.
She now is the last of the four of her namesake class to be preserved, with New Jersey (BB-62) in Camden NJ, Wisconsin (BB-64 and Scott’s beloved Big Badger Boat!) in Norfolk, VA, and Missouri (BB-63) at Pearl Harbor, near Arizona (BB-39), forever in her watery depths at Berth F-7.
As a museum battleship, Iowa joins her sisters, and USS Massachusetts (BB-59) at Fall River MA, and USS Alabama (BB-60) in Mobile Bay, the two surviving South Dakotas, and the Grand Dame of US battlewagons, the venerable USS Texas (BB-35) at Galveston, TX. (Texas is the lone second-generation Dreadnought still extant, and saw service in both World Wars following her commissioning in 1914.)
Iowa began her journey from the “Mothball Fleet” in Suisun Bay in October 2011, to Richmond CA to repair and restore, scrape and paint, and replace rotted teak decks that are the inevitable result of twenty years’ time at the mercy of the elements. She also received the sprucing befitting a lady whom will be in the public eye. From there, she passed under the Golden Gate one last time late in May, and arrived off Los Angeles on Friday.
Many thanks to all those folks whose pictures I used in this post.
As Mr. Robert Evans points out, I am guilty of a most egregious omission. USS North Carolina (BB-55) is preserved beautifully in Wilmington NC. Shame on me for missing the “Showboat”. Especially since it was a favorite destination during my two tours at Lejeune!!!
I began writing this during the 11th hour of Joint Warfighter, feeling like I had something of an information hangover. Coffee was having no effect. Concepts and ideas were jumbled into an atemporal mess in my mind–it has been a long couple of conferences.
After the last session a woman walked past me and remarked that the panel was uninformative. I’ve now heard this sentiment twice in the last two days. In terms of this, I can agree that perhaps the actual information given by panelists might not be new, novel, or insightful. But, at best such a reality is decided on a case-by-case basis, since those in the audience have each been privy to different types, amounts, and quality of data. What was not profound to you, could have very well been profound to someone else. In short, the fact that you might not have found anything new in the discussion is irrelevant. But, it does point my thinking towards a new paradigm for conferences is needed.
There is little information that will be given to you in person that could not have been read elsewhere. The volume of data and information availed online is huge–you want to know about the Navy, you can learn most everything online. You can be given nuance from blogs and context from history. However, it is in person is where you learn about what people are thinking, and what they haven’t decided on. You see the person and all those subconscious things that denote what they’re really thinking.
That is the power of panels, that is why it is worth traveling so very far and spending so much: Experience. My Boss says that nothing supplants meeting someone in person, and he’s right. You can share emotion via the Internet, but you cannot truly experience emotion with someone, not even the subtle emotion felt when one is posed with a difficult question–as is often done in panels.
The division between audience and panel needs to be broken down. I struggle to articulate how to do this short of some hippie-esq ‘let’s-circle-our-chairs-and-hold-hands’ nonsense. But, the answer must be in there somewhere between the connectivity enabled by the Internet and being there in person.
AirSea Battle is in trouble. I don’t really know what it is, and even with engaging with the panel today, I still don’t think there is anyone out there who has the whole story. But. What truly troubles me, is that from the question I asked today.
I asked how AirSea Battle Strategy (anyone know what the word ‘battle’ is doing in a strategy?) would affect the tactical level. From what I remember of the answer, almost nothing will change except that there will be more jointness (termed ‘interoperability’ if I remember correctly) and tactical units will be smaller and enabled to mass quickly if a concentration of forces are needed.
Additionally, the design for AirSea is such that it will be layered over the tactical and operational COCOM level. This is where I really get lost–and I need your help to make sense of.
Wasn’t one of the greatest critiques of COIN that it wasn’t a true strategy, but rather a collection of tactics jumbled together and called strategy? If we are overlaying this strategy on top our existing operational and tactical paradigms, aren’t we doing the same thing COIN is accused of? What I understand of strategy is that it is the larger goals and combination of ends, ways and means towards reaching those goals. In attempting to draft a strategy that does not perturb current tactical paradigms, are we creating a strategy that changes nothing?
I really hope we aren’t, but I will need to be convinced we aren’t.
Another thing is that the crowd drawn to such Conferences are more industry than strategist. The questions routinely posed to the panels concerned acquisition more than they did anything else. There’s nothing wrong with this, but I’m not a contractor and so I am more I am more interested in strategy and tactics. What’s more is that because of the majority of the questions it is now hard for me to separate the future tools for implementing AirSea from the strategy itself.
Is AirSea a collection of new capabilities rather than a strategy in its own right?
While I was told that AirSea was not to have any major impact on the tactical level, there is one area in which I do see it having a major impact. AirSea seems to support the notion of acquiring 5+ generation fighters, new comms gear, and making everything stealth. The fielding of such gear will necessarily drive the need for new tactics, and operational models. From what I understand of the F-22, the logistics and maintenance requirement are quite different from having 15s, 16s and 18s downrange. In addition, if the services are to specialize further in niche but vital capabilities, interoperability is going to demand another round of relocating units CONUS for training purposes. If the Army has an Electronic Warfare requirement for a mission the Navy will have to fill that role. But, odds are that EW Squadron is in Northern Virginia, but the Combat Brigade is located in North Carolina or Georgia. For these two units to train together to be fully interoperable, they will need to train together almost constantly. I struggle to see how this will be cost effective, in the age of austerity with sequestration looming.
There is way too much that has gone unsaid regarding AirSea. I appreciate OPSEC needs as much as the next guy. But, AirSea is starting to be discussed widely across strategy and military focused blogs. The Chief of Staff of the Air Force and the Chief of Naval Operations are appearing together to present this strategy to the American People, and the message is thus far garbled. As we’re in the opening stages of the messaging campaign, I can appreciate that there is tweaking that will be done to it towards answering the myriad of questions we all have regarding AirSea. But, it will be a struggle. My sense is that many bloggers, strategists, and journalists are suspect of AirSea. After nearly ten years of coin being vigorously debated, any new strategy will have an uphill battle.
I saw a lot of GOFO’s over the course of Joint Warfighter. Just about as many as are at SHAPE. But, what is important is that I got to listen to them, at some length. General Allen, COMISAF, VTC’d in for an hour (and it was roughly 2100L AFG). Despite weather delays GEN Dempsey was present for an hour. I don’t know how much experience everyone has will trying to get on a GOFO’s schedule. But, average availability is around 15 minutes. An hour is an insane amount of time.
GENs Cartwright, Allen, and Dempsey all spoke without the use of PowerPoint or notes. They were able to navigate through multiple topics, ensuring that key messages were hit and came across as relaxed. They were all polished and impressive. GEN Cartwright had the luxury of no longer being in uniform and so his candor was particularly poignant.
I asked a lot of questions, and the way I worded a lot of questions was not readily understood. I’m pretty sure I had to rephrase every question I asked. It sucks when you’ve got a minute or seven standing behind the mic, listening to the other questions being asked, answers that touch upon the one you’re about to ask, and you’re thinking of a myriad of permutations of how you could ask your question. It’s like roulette, you don’t know when the moderator is going to call on you, and where ever your mind is at when you’re asked is the question that comes out.
*Remember, identify your self and your affiliation.*
One question got me asked if I wanted to work on the Joint Staff, and the answer to that is still an emphatic yes (if you want to see how that went down, watch the video. I won’t elaborate further).
During one such evening, at the USNI Member Event, I turned a corner, and Mary stopped me and introduced me to John Nagl. Yes, that John Nagl. Amazing, right? I love the Naval Institute… For more than just this one instance.
In 2007 I attended my first conference. It was Joint Warfighter, and the day I attended ADM Stavridis gave the keynote at Lunch.
I became aware of the conference while I was underway, and emailed the Institute asking how I could pay for the lunches. I was told that the Institute saves a few tickets for Enlisted members, and that I needn’t worry about paying to attend the luncheon keynote. Because of this, I became aware of ADM Stavridis, and sought out everything I could find of his writing. Eventually I found him on facebook as well, and in 2010 this all came together in enabling me to come work for him at SHAPE. It is directly because of the Naval Institute that I am who I am today.
The last keynote of the Conference was from Google’s Chief Technology Advocate. He presented a number of fascinating things Google does as “hobbies”. Google is all about gathering real world information and organizing and availing that information through the internet. I consider this a noble and laudable goal. What’s more is that they are doing an exceptional job at all of it.
However, such a goal is fraught with challenges and disturbing implications. Arthur C. Clark has some very good words to this point
The Information Age offers much to mankind, and I would like to think that we will rise to the challenges it presents. But it is vital to remember that information — in the sense of raw data — is not knowledge, that knowledge is not wisdom, and that wisdom is not foresight. But information is the first essential step to all of these.
Google gets this, and they are actively engaged in finding the right answers to such dilemmas. They seek out expert advice from guys like GEN Colin Powell. They seek to understand the implications of the capabilities and technologies they develop–they seek to build wisdom as much as they compile information.
I think it is important for this conversation to take place, as well as for it to be transparent and done in public. If Google can develop technologies that have significant security implications, it does us no good to bury this fact, as it denies us the ability to develop the wisdom required to understand our new abilities. Further more, if Google can do it, then eventually anyone could do it, being quiet about it won’t prevent this from happening.
All Around It was an excellent conference, I was especially pleased to see so many of our Allies stationed at Allied Command Transformation in attendance. Seeing French, British, German, and Spanish uniforms in the crowd made me feel a little bit like I was back home at SHAPE. Going forward, I think it would be a good thing to try to engage with our Allies more in such conferences. With more focus on Asia being demanded, deepening engagement and ties with our European Allies in other ways is important. An easy, and smart way to do this is with conferences like Joint Warfighter. Plus, JCWC has a nice ring to it (Joint-Combined Warfighter Conference).
- Back to Basics: Restoring the United States Merchant Marine
- On Midrats 14 Sep 14: Episode 245: “The Carrier as Capital Ship” with RADM Thomas Moore, USN, PEO CVN
- Five Enduring Lessons from Arabian Gulf Patrol Craft Operations
- Solution to the Russian Mistral’s Conundrum: NATO Flagships
- Expanding the Naval Canon: Fernando de Oliveira and the 1st Treatise on Maritime Strategy