Currently viewing the tag: "United States Navy"

I was afforded the opportunity to attend Secretary of Defense Leon Panetta’s Armed Forces Farewell Tribute.  The preparation for the event was significant with numerous hours invested by every aspect including the training of each Military Services’ Honor Guard (Army, Marine Corps, Navy, Air Force, and Coast Guard).  It even included this segment performed by the Old Guard Fife and Drum Corps.

All that said and with the perspective from the video… can you find me in the image below?

Secretary of Defense Leon Panetta's Armed Forces Farewell Tribute

[Full Speechs of CJCS General Dempsey, President Obama, SECDEF Panetta’s]


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navy-strategy-for-achieving-information-dominanceNavy Strategy for Achieving Information Dominance 2013-2017: Optimizing Navy’s Primacy in the Maritime and Information Domains.

Cosigned by Vice Admiral Card (Deputy Chief of Naval Operations for Information Dominance) and Vice Admiral Rogers (Commander Fleet Cyber Command; Commander Tenth Fleet) this strategy document lays out the Navy Strategy for Achieving Information Dominance.

First and foremost Information Dominance is defined as the operational advantage gained from fully integrating the Navy’s information functions, capabilities and resources to optimize decision making and maximize warfighting effects (cyber warfare).

The strategy focuses on the three fundamental Information Dominance capabilities of Assured Command and Control, Battlespace Awareness, and Integrated Fires, and sets forth the following major goals for the 2013–2017 timeframe:

  • Strong and Secure Navy Command and Control;
    1.  Assure communications paths through dynamic networking
    2. Manage and assure electromagnetic spectrum operation
    3. Build a resilient and assured C2 infrastructure that supports naval forces worldwide
  • Persistent, Predictive Battlespace Awareness;
    1. Understand, forecast and exploit the physical maritime environment
    2. Manage sensor employment against prioritized intelligence requirements
    3. Know the adversary
    4. Integrate and leverage National, Joint and Coalition intelligence
  • Integrated Combat Information;
    1. Assure C2 in all levels of conflict
    2. Incorporate Information Dominance-related capabilities into operational plans
    3. Integrate all-source information across kill chains
  • Integrated Kinetic and Non-kinetic Fires;
    1. Advance electromagnetic capabilities
    2. Integrate Cyberspace operations (cyber warfare) with Fleet operations
  • Information Dominance as a Warfighting Discipline.
    1. Incorporate Information Dominance into Navy warfighting doctrine and tactics
    2. Integrate Information Dominance tenets into Fleet operations
    3. Develop, manage, train and fully integrate the Information Dominance Corps (IDC)

In support of this Navy Strategy for Achieving Information Dominance, the related supporting documents include: the Navy Information Dominance Roadmap, 2013-2028; the Navy IDC Human Capital Strategy, 2012-2017; Navy Cyber Power 2020; 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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I remember hearing Oracle’s President and Chief Financial Officer Safra Catz speak a few years ago at a conference I was able to attend.  If you’re not familiar with her she happens to be one of the highest, if not the highest, compensated women in the world.  Aside from that fact she works for the co-founder of Oracle Larry Ellison; it in itself not an easy task she noted.  What struck me immediately in her description of operations at Oracle was the “independent operations” that each geographically separated division of the company was doing.  Having arrived in 1999 at Oracle she noted that it was effectively divisional chaos; divisions doing similar non-coordinated things all over with little contribution toward building upon the large corporate strategy.  Larry had brought Safra on at Oracle to fix this massive problem.

As I listened I couldn’t help but feel that this issue having been recognized at Oracle in the early part of the last decade had not been faced or embraced within the U.S. Government.  I could only identify a few examples in our Military and even less withing the U.S. Navy.  But this was during the time when taxpayer money flowed at a much faster and less scrutinized rate than that of 2012.  With this context I’m ecstatic to see the release of the Digital Government: Building a 21st Century Platform to Better Serve the American People by the U.S. Chief Information Officer (CIO).

Immediately in the introduction the US-CIO identifies the major issue the USG traditionally struggles with:

Early mobile adopters in government—like the early web adopters—are beginning to experiment in pursuit of innovation Some have created products that leverage the unique capabilities of mobile devices. Others have launched programs and strategies and brought personal devices into the workplace. Absent coordination, however, the work is being done in isolated, programmatic silos within agencies.

The Digital Strategy Objectives:

  • Enable the American people and an increasingly mobile workforce to access high-quality digital government information and services anywhere, anytime, on any device.
  • Ensure that as the government adjusts to this new digital world, we seize the opportunity to procure and manage devices, applications, and data in smart, secure and affordable ways.
  • Unlock the power of government data to spur innovation across our Nation and improve the quality of services for the American people.

The technologists have finally taken hold within the USG.  The Digital Strategy Principles are based on:

  • An “Information-Centric” approach—Moves us from managing “documents” to managing discrete pieces of open data and content17 which can be tagged, shared, secured, mashed up and presented in the way that is most useful for the consumer of that information.
  • A “Shared Platform” approach—Helps us work together, both within and across agencies, to reduce costs, streamline development, apply consistent standards, and ensure consistency in how we create and deliver information.
  • A “Customer-Centric” approach—Influences how we create, manage, and present data through websites, mobile applications, raw data sets, and other modes of delivery, and allows customers to shape, share and consume information, whenever and however they want it.
  • A platform of “Security and Privacy”—Ensures this innovation happens in a way that ensures the safe and secure delivery and use of digital services to protect information and privacy.

The remainder of the document puts forth the more detailed aspect of each of these objective and how the principles should be implemented.  It should open the eyes of the digital immigrants within the USG.  With any new strategy this will take time for the USG as a whole to migrate toward.  I simply wish that this would have received this amount of attention and backing when the USG could have avoided these extreme budget conditions.  Imagine if this would have been released in 2008; the USG would be in a lot better condition both in the realm of information and fiscal effectiveness.  The technology was there then… apparently we had our priorities a bit misaligned.


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