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Digital Strategy for the Department of the Air Force: Proceedings of a Workshop Series (2022)

Chapter: Appendix D: Chief of Staff of the Air Force Strategic Studies Group Project and Study Ideas

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Suggested Citation:"Appendix D: Chief of Staff of the Air Force Strategic Studies Group Project and Study Ideas." National Academies of Sciences, Engineering, and Medicine. 2022. Digital Strategy for the Department of the Air Force: Proceedings of a Workshop Series. Washington, DC: The National Academies Press. doi: 10.17226/26531.
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D

Chief of Staff of the Air Force Strategic Studies Group Project and Study Ideas

AFWERX

Collider Events, Connect-a-thons, Ask Me Anything (AMA), Spark Tanks

CYBERWERX

Joint Artificial Intelligence Center (JAIC) and National Mission Initiatives (NMI)

AI for Humanitarian Assistance / Disaster Relief (AI4HADR)

AI Workforce Subcommittee—developing AI Human Capital Transformation

USAF MIT AI Accelerator

Software Factories (17)—Federated

BESPIN, Kobayashi Maru, Section 31, Space Camp, Corsair Ranch, Tesseract, TRON,

Rogue Blue, Mad Hatter, LevelUp, SkiCAMP, Sonikube, Red 5, SWMGs at AFLCMC

Kessel Run and Project MAVEN

Project Holodeck

Project Brown Heron (PBH)

Pandemic Case Management Suite (PCMS)

MAJCOM/Wing SPARK Tanks/Cells

Computer Language Initiative

Digital University

Digital Talent Task Force (DTTF)

Digital Force—full lifecycle management for a digital career field workforce

Air Force Enlisted Force Development Strategy

Air Force Innovation Ecosystem (pipeline, strategy, charter, framework, etc.)

Innovation ecosystem continued development (MG)

Squadron Innovation Funds (SIF) and Momentum Funds (MF)

Suggested Citation:"Appendix D: Chief of Staff of the Air Force Strategic Studies Group Project and Study Ideas." National Academies of Sciences, Engineering, and Medicine. 2022. Digital Strategy for the Department of the Air Force: Proceedings of a Workshop Series. Washington, DC: The National Academies Press. doi: 10.17226/26531.
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Vice Chief's Challenge (VCC)

Airmen Generated Innovation “Wins”

Projects ORSUS and MAVEN—OAR/OAW

COVID DAFACT Task Force (SBIR/STTR/DPA Title III)

425 Innovators

Strategic Innovation and Incubation Cell (SI2C) Project MORPHEUS

Bullpen / Gig-Eagle / Blue Point

Blue Horizon Scholars / AF Fellows

Vault, PBH, Rhombus Guardian, Envision, Warp Core

Platform One, Cloud One, EITaaS

Allies and Partners Working Group

Exchange Officers (EXO) and Foreign Liaison Officers (LNO)

NATO ACT innovation and collaboration engagements

Tri-lateral Strategic Studies Group (TSSG) and Trilateral Steering Initiatives (TSI)

Human Machine Teaming

Digital Airmen of the Future

AI for Coalition Information Sharing

AI Ethical Framework

Agile Combat Employment

Multi-domain Command and Control (MDC2) and Resilience

Mission Partner Environment (MPE)

JADC2 and ABMS Planning with coalition partners

Air Force Futures—ABMS JADC2

Nellis Shadow Operations Center (ShOC-N) ABMS Battlelab and MPE Center

Robotic Process Automation (RPA)

Senior Leader Digital Airman Course

Joint Staff Innovation Steering Group

Economic Warfare Operations Center (EWOC)

DAF Energy Campaign

DAF Debt Equity Strategy

Dual Use Strategy—Enhancing the defense industrial base

Project 300—PEO Airmen—Total Force

Dual use public/private digital talent partnership

Artificial Intelligence and Machine Learning (AI/ML)

Chief Execution Officer

Disruptive Innovation Group—DetX Incubator

Digital Strategy Workshop Series (DSWS) with the NAS

Accelerate Change or Lose—Action Orders A-D (Airmen, Bureaucracy, Competition, Design Implementation)

Sandbox Quantum Science Overview Seminar (Google)

Advancing Quantum capabilities

Hypersonics capabilities

AF Priorities and influencing outcomes of the NDAA

Defense Industrial Board (DIB)

Defense Innovation Unit (DIU)

Operation Flamethrower

SW Factory direct support to the Air Staff

Telework, Remote Work, and Hoteling

DAF Performance Metrics Innovation

AI Initiatives—AI Strategy

Rapid Development Experimentation Fund (RDER)

Suggested Citation:"Appendix D: Chief of Staff of the Air Force Strategic Studies Group Project and Study Ideas." National Academies of Sciences, Engineering, and Medicine. 2022. Digital Strategy for the Department of the Air Force: Proceedings of a Workshop Series. Washington, DC: The National Academies Press. doi: 10.17226/26531.
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Air Force Gaming

Air Force PFPA COVID Project

Supply Chain Vulnerability—Logistics Under Attack

Industry Engagement for Digital Transformation and Innovation Development

Suggested Citation:"Appendix D: Chief of Staff of the Air Force Strategic Studies Group Project and Study Ideas." National Academies of Sciences, Engineering, and Medicine. 2022. Digital Strategy for the Department of the Air Force: Proceedings of a Workshop Series. Washington, DC: The National Academies Press. doi: 10.17226/26531.
×
Page 115
Suggested Citation:"Appendix D: Chief of Staff of the Air Force Strategic Studies Group Project and Study Ideas." National Academies of Sciences, Engineering, and Medicine. 2022. Digital Strategy for the Department of the Air Force: Proceedings of a Workshop Series. Washington, DC: The National Academies Press. doi: 10.17226/26531.
×
Page 116
Suggested Citation:"Appendix D: Chief of Staff of the Air Force Strategic Studies Group Project and Study Ideas." National Academies of Sciences, Engineering, and Medicine. 2022. Digital Strategy for the Department of the Air Force: Proceedings of a Workshop Series. Washington, DC: The National Academies Press. doi: 10.17226/26531.
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Page 117
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The Air Force Studies Board of the National Academies of Sciences, Engineering, and Medicine hosted a three-part workshop series to examine the risks associated with the technical, programmatic, organizational, and governance challenges facing the Department of the Air Force (DAF) in its pursuit of enterprise-wide digital transformation strategies. Senior representatives from government, military, industry, and academia considered the DAF's strategic-level decision-making process as well as how it could achieve unity of effort across all of its digital agencies. Workshop participants discussed organizational and management gaps and weaknesses, as well as technical shortfalls associated with the DAF's digital transformation strategies - for example, the issue of cybersecurity within the context of the DAF's proposed digital strategies. Organizational and management practices from both the public and private sectors were also discussed in light of their potential for adaptation and adoption within the DAF.

Sponsored by the U.S. Department of Defense, the three 2-day workshops of the series were held virtually on September 1-2, 2021, September 8-9, 2021, and September 23-24. Panelists at the first workshop explained and discussed the DAF's digital transformation strategy - in particular, the proposed digital architectures and the systems, programs, organizations, and missions to be supported. The second workshop featured panels of information systems experts and managers from industry and other government agencies who discussed their experiences with digital transformations and shared their views of best practices. The third workshop focused on the potential applicability of these lessons learned to the DAF's digital transformation strategy and architecture. This proceedings is a factual summary of what occurred during the workshop series.

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