Navy 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;
- Assure communications paths through dynamic networking
- Manage and assure electromagnetic spectrum operation
- Build a resilient and assured C2 infrastructure that supports naval forces worldwide
- Persistent, Predictive Battlespace Awareness;
- Understand, forecast and exploit the physical maritime environment
- Manage sensor employment against prioritized intelligence requirements
- Know the adversary
- Integrate and leverage National, Joint and Coalition intelligence
- Integrated Combat Information;
- Assure C2 in all levels of conflict
- Incorporate Information Dominance-related capabilities into operational plans
- Integrate all-source information across kill chains
- Integrated Kinetic and Non-kinetic Fires;
- Advance electromagnetic capabilities
- Integrate Cyberspace operations (cyber warfare) with Fleet operations
- Information Dominance as a Warfighting Discipline.
- Incorporate Information Dominance into Navy warfighting doctrine and tactics
- Integrate Information Dominance tenets into Fleet operations
- 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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If you haven’t discovered The Internet Map yet I recommend checking it out. Each one of the circles represents a domain, short for domain name, within the Internet (or Cyber Domain). The larger the circle the higher amount of traffic the website receives. As users switch between websites they forms links. The stronger the link, the closer the websites are arrange to each other. Make sure you allot enough time to explore this vast map but take note of a few things while you’re enjoying the hard work the creator put in to the visual rendering.
- Check out the big circles first (obviously - its like missing Jupiter in our Solar System)
- Dive deep and check out the tiny circles (it isn’t necessary to enter the Deep Web or start up Tor, but roam around and look at some of the smaller stuff domains)
- Look at where the big circles exist (e.g. Baidu.com which is popular in China)
- Examine the extension type (e.g. com, net, tv, info, etc.)
- Discover the importance and focus on language specific sites (e.g. “cn” for China, “fr” for France, etc.)
There have been many advances that have played significant key roles in how we, average end users, “see” the Internet. One of the major thing that changes how end users ingest the Internet is dependent a sites allowances for multilingual pages. Having content in multiple languages is nothing new but the importance being placed on it has definitely increased.
There is a balance though before you start adding countless languages to your site. The technology advancing translation applications like is moving faster then most believe. So unless you are up in the 6-7 figure range with your domain or website(s) there is probably little benefit to having your content translated for you in today’s market.
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The Chairman of the Joint Chiefs of Staff, General Martin Dempsey, starts out a recent Mission Command White Paper that focuses on development of the 2020 Joint Force with:
“Mission command is the conduct of military operations through decentralized execution based upon mission-type orders. Successful mission command demands that subordinate leaders at all echelons exercise disciplined initiative and act aggressively and independently to accomplish the mission.” - Joint Publication 3-0 “Joint Operations” 11 AUG 2011
Immediately delving into the root of what Mission Command, commander’s intent, command by negation (used by the U.S. Navy and may come with some cockiness), centralized planning, decentralized execution the Chairman looks to move the “empowerment bar” back a bit more toward the tactical level. Sounds much like I described in Developing Naval Leaders: A Gamer’s Method. This will be critical as our Military forces must remain empowered to execute operations against an adversary in their tactical specific realm. He goes further to note that these models of command must be complimented by adept and adaptable leaders at every level.
“The relevance of space and cyberspace to national security will grow exponentially in magnitude of importance. Our reliance on technological superiority is a potential vulnerability that our adversaries will seek to exploit, often in covert or indirect ways.”
I wrote about Technology-Centric Warfare supported by Information-Centricity and one of its main points was the technological superiority aspect that the U.S. Military has always relied upon. The Chairman also notes that the “pace of change” and the “speed of operations” will only increase. This brief statement has a very large and monolithic challenge hidden within. The human element, for the most part, has been relatively constant with its ability to learn & understand. This then translates to a fairly constant speed at which we’re able to change and adapt both individually and organizationally.
“Smaller, lighter forces operating in an environment of increased uncertainty, complexity and competitiveness will require freedom of action to develop the situation and rapidly exploit opportunities. Decentralization will occur beyond current comfort levels and habits of practice.”
This conceptual statement dies rapidly at the staffing level, within the Navy, if not assured by the Commander’s authority and responsibility. But is in the “spirit” of John Boyd’s Observe-orient-decide-act or “OODA Loop” cycle.
Much of this cyclical process is based on the empowered Commander’s ability to understand and ensure trust both up and down the echelon scale. These abilities will then foster the capability to provide “superior speed in competitive cycles of decision making;” a significant necessity I’ve seen numerous leaders state requirements for yet goes without being addressed. To instill this ability should we be supplementing the education our leaders receive with something like Carnegie Mellon’s Decision Sciences or Strategy, Entrepreneurship, and Technological Change?
What I do know is that while we routinely enjoy being in communication with subordinate units, the next higher echelon, and the planet the Military and Navy are not ready to execute without that tether. A far cry from our history.
“Any commander who fails to exceed his authority is not of much use to his subordinates.” - Admiral Arleigh Burke
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