Digital Strategy for the Department of the Air Force Proceedings of a Workshop Series (2022) / Chapter Skim
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4 Workshop Two, Part Two
4 Workshop Two, Part Two
Pages 48-62
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From page 48... ...
Caron III, Chief Information Officer, Office of the Assistant Inspector General for Information Technology, Office of the Inspector General, Department of Health and Human Services, explained that zero trust offers a different approach to cybersecurity. Although many people talk about zero trust, they may not really understand what it requires and thus may not be achieving that level of security.
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From page 49... ...
design systems assuming that they are all compromised, (3) use dynamic access controls, (4)
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He suggested that the Air Force take advantage of digitization's opportunities to enable analysis, interpretation, and discovery as a means to continuously improve the infrastructure, processes, and methods of its operations moving forward. He proposed that the Air Force develop an organization similar to that of the Office of the National Coordinator for Health Information Technology to facilitate data governance across the enterprise.
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From page 51... ...
He underscored that data are only worth archiving if they are easily understandable for, usable by, and accessible to managers, decision makers, users, and applications. Because most users are not data experts or computer scientists, the CATT Lab builds compelling visual analytics tools (i.e., user interfaces)
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Mr. Pack said that when the CATT Lab first started to develop analytics tools, it built a common schema and expected agencies to provide their data in that format.
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Therefore, the CATT Lab provides a visual overview of the entire data set, with the ability to zoom, filter, and view details on demand. Cleansing tools such as filters can be applied to user interfaces, however, to eliminate data that are likely suspect.
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Dr. Annie Green, data governance specialist, George Mason University, added that data governance and common schema are effective, but the latter is usually at the application level (i.e., defining databases)
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From page 55... ...
in positions of authority to make decisions on technical problems. He emphasized that the world is entering an era with nearly unlimited compute and unlimited storage; software is going to transform the defense mission by creating competitive advantage as the industrial manufacturing era ends and the software superiority era emerges.
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From page 56... ...
The Theater Battle Management Core System (TBMCS) , the Air Force's largest command and control system, wrote the air tasking order, air space control order, and air space control plan, and communicated with all of the other joint systems (e.g., the Army Tactical Air Integration System and the Air Defense System Integrator)
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From page 57... ...
She said that many tools need to be created to fully realize the benefits of autonomy (see Figure 4.3) , and challenges remain to collect and fuse underlying data.
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From page 58... ...
A monolithic application is essentially one large code base that is expensive, and difficult to create and run. These applications are powered by monolithic databases that have complex entity relationship diagrams, which become even more complex when trying to add and share data with partners, vendors, customers, or users.
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In light of the Air Force's plans for digital transformation, Col. Scott McKeever, director, Chief of Staff of the Air Force Strategic Studies Group (SSG)
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She echoed Robert Tross's suggestion that the Air Force focus on the how rather than the what for digital transformation. The discussion about the value of managing change, monitoring progress, and reimagining processes instead of digitizing existing processes resonated: because data have become a major weapon system and the DAF plans to exploit data to an unprecedented degree, the DAF has to be prepared for those data to become a major target for the adversaries.
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From page 61... ...
Senior leadership has to drive the culture change needed for digital transformation, and the strategy has to be consistent as these leaders change. Trust has to be decentralized -- more data are exposed and people are given more tools, and the decisions are driven further down into the organization.
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From page 62... ...
Dr. Nielsen observed that companies that have had successful digital transformations, such as Walmart and Amazon, are DoD-size organizations.
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