TeleGeography’s Submarine Cable Map 2013 shows the massive amount of submerged fiber optic cable which support the global internet architecture. The latest edition depicts 244 cable systems that are active or due to enter service by 2014. From this submarine cable chart it is clear there are still vast portions of the globe that are not afforded the broadband benefits which come with a terrestrial based internet connection.
Combine this information with Akamai’s State of the Internet report and you start to see the planning and investment that true long-haul communication requires, via submarine cables, to affect major improvements in global network connectivity.
The next time your network provider or technical network expert tells you what sounds like an “off the wall” reason for degraded network performance which is interupting your connection to the internet you might want to cut the individual some slack and point them toward the submarine cable map. It might have been caused by some lazy mariner anchoring where they shouldn’t and breaking a submerged cable.
What do you believe is possible if there were deeper and faster internet penetration to the areas without submarine cables?
Incoming search terms:fiber optic cable maps, optic map 2013, submarine cable technology
Navy Cyber Power 2020 (NCP 2020)
Navy 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.
- Define Cyber Information Needs
- Evolve Doctrine and OPLANS
- Routinely Exercise and Assess
- Optimized Cyber Workforce - Drive Navy and Joint cyberspace operations with an effectively recruited, trained, and positioned workforce.
- Provide an Adaptive Navy Force Model
- Change the Culture
- Strengthen Navy Cyber Knowledge
- Technology Innovation - Leverage industry, academia, and Joint partners to rapidly update Navy cyberspace capabilities to stay ahead of the threat.
- Deliver Cyber Situational Awareness (SA)
- Lead Joint Cyber Modeling, Simulation, and Analysis
- Pilot New Technology
- PPBE & Acquisition Reform - Enhance cyber budgeting and acquisition to meet the Navy’s cyber operational needs.
- Integrate Cyber Requirements
- Integrate Cyber funding Across Navy budget
- 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 Dominance, additional 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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Incoming search terms:cyber power 2020, Naval Intelligence strategy 2013-2020, navy information dominance roadmap, navy cyber 2020, 2020 navy cyber strategic planning, cyber military strategy for cyberspace superiority, navy cyberspace strategy, us navy cyber 2020, us navy strategic cyber vision
Navy Information Dominance Corps Human Capital Strategy 2012-2017
IDC Human Capital Mission - Build and sustain an agile Total Force that acquires, exploits, and employs ID capabilities to achieve Navy mission requirements.
IDC Human Capital Vision - Attract, develop, and retain a cohort of highly trained and competent officers, enlisted, and civilian professionals who are fully integrated with the Navy’s combat forces, and delivering warfighting effects (including Cyber Warfare) to Naval and Joint forces across the full spectrum of military operations.
Developing and sustaining a viable and responsive Information Dominance Corps (IDC) requires a commitment to workforce planning and management processes, delivery of a Corps-wide learning continuum, and cultivation of an identifiable, inclusive Information Dominance culture and ethos. This Human Capital Strategy constitutes the first installment on that commitment and provides a structured, balanced and deliberate approach for ensuring the Navy’s IDC is qualified, ready and sustainable. It is framed on four strategic goals, each supported by a set of measurable objectives, which drive their implementation:
- Manage the Corps as a Total Force
- Develop a strategy for the effective utilization of all components of the Total Force, including a specific plan of action for the civilians across the IDC.
- Identify which ID human capital advantages are complementary to the overarching operational mission.
- Create and strengthen partnerships with centers of innovation and thought leadership within the Federal, Defense, and private sectors.
- Build Competencies through Training, Education, and Experience
- Validate IDC core competency framework and refresh the Community-specific competency models.
- Conduct competency-based training needs assessments.
- Conduct analyses to prioritize, resource, and sequence training development, modification, and repurposing efforts.
- Develop cross-functional ID career paths.
- Strategically Integrate and Align the IDC Workforce with Mission and Capability Requirements
- Define the mission requirement (duties and tasks).
- Translate mission requirements into capability requirements.
- Develop a resourcing strategy for the fulfillment of capability requirements (manpower).
- Create a Warfighting Culture (within Cyber Warfare Forces)
- Orient the total Navy workforce to the IDC mission and vision through a multi-mode, leadershipdelivered strategic communication initiative.
- Leverage kill chain concepts (integrated fires) to depict and communicate the process through which ID discipline contributes to the delivery of warfighting effects.
The Information Dominance Corps Human Capital Strategy reflects the essential value we place on people at the leading-edge of the Navy’s Information Dominance capability. It likewise reinforces the IDC’s commitment to creating an environment that capitalizes on talent, further develops expertise, advances professional careers, and promotes the fullest contribution to the ID mission. The Human Capital Strategy provides direction to the workforce and to the supporting Manpower, Personnel, Training & Education domain that ultimately drives the IDC as a profession. This strategy sets the IDC on a path towards success as information becomes a principal warfighting pillar in the Navy’s arsenal. The IDC’s success depends on agility, flexibility, and adaptability to deliver the right people with the right skills, at the right time and place, and at the best value. We are committed to leveraging the best
This IDC Human Capital Strategy supports the Navy Strategy for Achieving Information Dominance, additional related supporting documents include: the Navy Information Dominance Roadmap, 2013-2028; 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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Incoming search terms:human capital strategy for training in navy, info humancapital in, information dominance corps human capitol strategy, Navy Information Dominance Corps Human Capital Strategy 2012-2017
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