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Navy Cyber Power 2020 (NCP 2020)

navy-cyber-power-2020Navy Cyber Power 2020 identifies distinct qualities the Navy must possess to succeed, and introduces methods to build a relevant and extremely capable Navy Cyber warfighting force for the future. This strategy examines cyberspace operations from multiple vectors, and considers challenges and influencing factors beyond traditional operational aspects. The way we acquire systems, train cyber professionals, and choose technologies to meet our requirements directly impacts our ability to deliver credible capabilities to deter or contain conflict, and fight and win wars. Implementation and sustainment of this strategy will operationalize cyberspace with capabilities that span all warfighting domains and provide superior awareness and control when and where we need it. Executing this strategy will be hard work and will take a concerted effort at all echelons.

Navy Vision for Cyberspace Operations - The vision to achieve Navy Cyber Power 2020, is that Navy cyberspace operations provide Navy and Joint commanders with an operational advantage by:

  • Assuring access to cyberspace and confident Command and Control (C2)
  • Preventing strategic surprise in cyberspace
  • Delivering decisive cyber effects

The focus areas and their desired End-States of Navy Cyber Power 2020 are:

  • Integrated Operations -Fully integrate Navy cyberspace operations in support of achieving Joint Force objectives.
    1. Define Cyber Information Needs
    2. Evolve Doctrine and OPLANS
    3. Routinely Exercise and Assess
  • Optimized Cyber Workforce – Drive Navy and Joint cyberspace operations with an effectively recruited, trained, and positioned workforce.
    1. Provide an Adaptive Navy Force Model
    2. Change the Culture
    3. Strengthen Navy Cyber Knowledge
  • Technology Innovation – Leverage industry, academia, and Joint partners to rapidly update Navy cyberspace capabilities to stay ahead of the threat.
    1. Deliver Cyber Situational Awareness (SA)
    2. Lead Joint Cyber Modeling, Simulation, and Analysis
    3. Pilot New Technology
  • PPBE & Acquisition Reform – Enhance cyber budgeting and acquisition to meet the Navy’s cyber operational needs.
    1. Integrate Cyber Requirements
    2. Integrate Cyber funding Across Navy budget
    3. Advance Acquisition to pace Industry

The Secretary of Defense’s strategic guidance (DSG) highlights the critical role cyberspace operations play in the success of the Joint Force across all mission areas; the documents below focus on the Cyber Warfare aspect of the DSG. The Nation’s success in the maritime domain depends upon our ability to project power and prevail in cyberspace. Navy Cyber Power 2020 strategic initiatives provide the ways and means to achieve and sustain the Navy’s advantage in cyberspace.

We will issue a supporting roadmap detailing lead and support organizations for each strategic initiative and the major actions necessary to accomplish them. However, as cyberspace evolves the Navy’s leadership will periodically assess the strategy of Navy Cyber Power 2020, to ensure it effectively guides the Navy’s efforts to maintain an operational advantage in cyberspace. Furthermore, the Navy will institute a comprehensive set of strategic performance measures to track the Navy’s progress and ensure that our actions are having the desired effect. When necessary, we will adjust course to respond to, if not anticipate, change that continues apace. Our success in cyberspace requires an “all hands” effort, from the Pentagon to the deck plate.

Navy Cyber Power 2020 supports the Navy Strategy for Achieving Information Dominanceadditional related supporting documents include: the Navy Information Dominance Roadmap, 2013-2028; the Navy IDC Human Capital Strategy, 2012-2017; the Naval Intelligence Strategy, 2013-2020; and, the 2013 Navy Space Strategy. Within this integrated framework, the Navy begins in earnest the process of marshaling its resources, galvanizing the workforce, and aligning Navy’s Information Dominance capabilities to fully enable the Navy’s primary tenet of Warfighting First.

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Challenges of the Global Security Environment

U.S. economic and security interests are inextricably linked to developments in the arc extending from the Western Pacific and East Asia into the Indian Ocean region and South Asia, creating a mix of evolving challenges and opportunities. Accordingly, while the U.S. military will continue to contribute to security globally, we will of necessity rebalance toward the Asia-Pacific region.”

This is the guiding document for the U.S. Department of Defense that shifts the nation’s military toward the Asia-Pacific region.

sustaining-u-s-global-leadershipPrimary Missions of the U.S. Armed Forces

  • Counter Terrorism and Irregular Warfare
  • Deter and Defeat Aggression
  • Project Power Despite Anti-Access/Area Denial Challenges
  • Counter Weapons of Mass Destruction
  • Operate Effectively in Cyberspace and Space
  • Maintain a Safe, Secure, and Effective Nuclear Deterrent
  • Defend the Homeland and Provide Support to Civil Authorities
  • Provide a Stabilizing Presence
  • Conduct Stability and Counterinsurgency Operations
  • Conduct Humanitarian, Disaster Relief, and Other Operations

Toward the Joint Force of 2020

  1. Given that we cannot predict how the strategic environment will evolve with absolute certainty, we will maintain a broad portfolio of military capabilities that, in the aggregate, offer versatility across the range of missions described above.
  2. We have sought to differentiate between those investments that should be made today and those that can be deferred.
  3. We are determined to maintain a ready and capable force, even as we reduce our overall capacity. We will resist the temptation to sacrifice readiness in order to retain force structure, and will in fact rebuild readiness in areas that, by necessity, were deemphasized over the past decade.
  4. The Department must continue to reduce the “cost of doing business.”
  5. It will be necessary to examine how this strategy will influence existing campaign and contingency plans so that more limited resources may be better tuned to their requirements.
  6. The Department will need to examine the mix of Active Component (AC) and Reserve Component (RC) elements best suited to the strategy.
  7. As we transition out of Iraq and draw down in Afghanistan, we will take extra measures to retain and build on key advancements in networked warfare in which joint forces have finally become truly interdependent.
  8. In adjusting our strategy and attendant force size, the Department will make every effort to maintain an adequate industrial base and our investment in science and technology.

Conclusion

The balance between available resources and our security needs has never been more delicate. Force and program decisions made by the Department of Defense will be made in accordance with the strategic approach described in this document, which is designed to ensure our Armed Forces can meet the demands of the U.S. National Security Strategy at acceptable risk.

[via Defense.gov]

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Right off the bat if you can’t tell that the Defense Information Systems Agency, or DISA, is going mobile you should probably be in another line of work (there are 11 Apple iPads pictured on the cover page).

Leveraging the CJCS’s direction to focus on continuing to create Joint Force 2020 and with  the relatively new leadership in Lieutenant General Ronnie Hawkins Jr., USAF, DISA intends to focus initially on the following areas:

  • Global Defense Posture - While maintaining DISA’s focus on the current fight in Afghanistan and their ongoing engagement efforts in Europe and Africa, they will adjust their operations to accommodate the Department’s shifts in global defensive posture towards the Asia-Pacific region. DISA will lead the development and operation of a layered, fault-tolerant enterprise information environment consisting of rapidly deployable components that allow for contingency operations in a full range of conflict.
  • Cyber Command and Control (C2) - DISA will posture the Agency in concert with U.S. Cyber Command to expand Defensive Cyber Operations (DCO) and DoD Global Information Grid Operations (DGO) mission support through evolving and innovative initiatives.
  • Nuclear Command, Control, and Communications (NC3) – DISA will focus attention on developing and enhancing enterprise solutions in support of national leadership and nuclear command and control.
  • Joint Information Environment (JIE) – DISA will be the lead for the JIE Technical Synchronization Office (JTSO). They will enable a consolidated, collaborative, and secure JIE enabling end-to-end information sharing and interdependent enterprise services across the Department.
  • DoD Cloud Services - DISA will enable rapid provisioning of services for the Department as the DoD Cloud Services Broker, and they will converge components of the enterprise for a more efficient and affordable architecture through consolidation of data centers, NetOps centers, and migration to cloud computing.
  • Mobility - DISA will promote rapid delivery, scaling, and utilization of secure mobile capability leveraging commercial mobile technology to enable an agile deployment environment for new and innovative applications to support evolving Warfighter requirements.
  • Acquisition Agility - DISA will employ an acquisition strategy that reduces procurement cycle times and accelerates delivery of critical capabilities. Incremental development, preplanned product improvement, and agile development will be key in our acquisition strategy.
  • DISA First - DISA will serve as DoD’s early adopter for new enterprise capabilities. This will allow us to validate the capability meets the stated requirements, identify and resolve any issues with the capability, and demonstrate the operational viability of the capability

disa-strategic-shiftsDISA’s Vision: Information superiority in defense of our Nation.

DISA’s Mission: DISA, a Combat Support Agency, provides, operates, and assures command and control, information sharing capabilities, and a globally accessible enterprise information infrastructure in direct support  to joint Warfighters, National level leaders, and other mission and coalition partners across the full spectrum of operations.

DISA Strategic Goal’s 2013 – 2018:

  1. Evolve the Joint Information Environment. Evolve a consolidated, collaborative, and secure joint information environment, enabling end to end information sharing and interdependent enterprise services across the Department that are seamless, interoperable, efficient, and responsive to joint and coalition Warfighter requirements.
  2. Provide Joint Command and Control (JC2) and Leadership Support. Engineer, provide, and enhance command and control (C2) and mission partner information sharing capabilities to enable decision makers with the ability to exercise authority and direction over assigned and attached forces and resources while rapidly and effectively sharing information across the strategic, operational, and tactical spectrum of operations. DISA will lead the development and evolution of JC2 capabilities used to plan and execute the full range of joint, interagency, and multinational military operations.
  3. Operate and Assure the Enterprise. Provide adaptive and innovative cyber/network command and control (C2) to enable responsive operations and defense of a joint and coalition enterprise information environment in a contested or degraded cyber battlespace ensuring information superiority in defense of our Nation across the full spectrum of military operations. Evolve our cyber and network operations capabilities to function under dynamic conditions responding to increasing Warfighter information requirements, increased demand for operational efficiencies, and shifts in the global defense posture. DISA must actualize a resilient and responsive operational structure with advanced technology, synchronized processes and procedures, and a highly-trained workforce that is prepared to consistently and rapidly adapt to changing circumstances and respond to crisis and contingency requirements around the world, on demand.
  4. Optimize Department Investments. Enable the Department to maximize use of its resources by providing cost efficient capabilities; an effective and defensible infrastructure; and standardized support services, business processes, and policies that enable the rapid infusion of technology into the enterprise.
[via DISA]

 

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