Digital Strategy for the Department of the Air Force Proceedings of a Workshop Series (2022) / Chapter Skim
Currently Skimming:
6 Workshop Three, Part Two
6 Workshop Three, Part Two
Pages 81-98
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 81... ...
She described her observations about the many hidden risks and gaps in the Air Force's digitization effort, including those related to the Air Force's need to Consider energy at the tactical edge and an overall strategy for energy; Develop a strategy for semiconductors to leverage artificial intelligence (ai) and machine learning; Understand china's digitization strategy, which includes data collection on citizens; Emphasize privacy, transparency, security, accessibility, and usability of data; Avoid using doctrine only to document past successes; Recognize risk without limiting future possibilities; Train and retain personnel; Fund the future instead of pay for the past; Address both the time to transition and the clash with old ways; Embrace partnerships in a contested environment; Determine who has decision-making authorities and how to speed up those decisions; Differentiate between enterprise strategies and operational strategies; and "Thaw the frozen middle" so that bottom-up innovations can flourish.
|
From page 82... ...
FUTURE CYBER AND ELECTROMAGNETIC SPECTRUM ISSUES: A PANEL PRESENTATION Col. Lisle Babcock, former LeMay Center Commander, emphasized that if the Air Force focuses only on digitizing cyber capabilities, it could miss an important opportunity to use electromagnetic spectrum (EMS)
|
From page 83... ...
Gen. Touhill also expressed concern about the "suspect supply chain" (e.g., What is in your code, who is in your code, and where did your code come from?
|
From page 84... ...
Ms. Westphal pointed out that understanding data requires insight about supply chains.
|
From page 85... ...
It can take decades to achieve a mature digital trust architecture: zero trust is a lifestyle and a journey, not a destination. Organizations with a strong credential access management approach and a strong data approach are now focusing on the control plane with Secure Access Service Edge as an intermediary step (i.e., agile, flexible edge in the cloud through which services are accessed; and always-on encryption)
|
From page 86... ...
Therefore, he stressed that it is critical to think about alternative future scenarios and to question assumptions as part of a "cognitive operating system," which is the systems-based approach to understanding interconnectivity and embracing analytic complexity in thought processes.
|
From page 87... ...
He explained that using the processes of strategic foresight and future studies allows for anticipatory thinking, rather than reactive action. Many countries in Europe and Asia are mandating that policies that impact digital transformation and human capital investments go through a process of "future proofing" (i.e., considering alternative future possibilities in terms of potential response and investments or divestments)
|
From page 88... ...
Therefore, cloud providers have many of the same concerns that the Air Force has about supply chains, security models, connectivity, insider threats, and trust. For example, because clouds are global and interconnected, disrupted communications on such a large network could be
|
From page 89... ...
Although customers desire the highest level of security, they also want to delegate some of the most critical parts of security to the cloud provider. At the same time, cloud providers worry about attack vectors from the supply chain, hardware, software, and operating systems.
|
From page 90... ...
He emphasized that because of the Air Force's technical debt, it has been unable to fully understand the impact of COVID-19 on its ability to complete its mission, in terms of logistics and maintenance, operations, personnel, health data, supply chain, and training. For example, the A4 has more than 350 separate systems and databases, written in different codes, and the federal government has more than 12,000 operational data centers.
|
From page 91... ...
If the United States believes that it is the "dynamism" from a capitalist economy of small business-led innovation that ultimately wins, he continued, it should be concerned that China may be executing to that strength, while the United States focuses only on the domestic supply chain. The United States is thus beginning to lose influence in the global market.
|
From page 92... ...
He remarked that the United States has ceded influence to China in the global economy and global strategic interest. To address this challenge, he advocated for the Air Force to embrace a new partnership with the defense industrial base to determine a path toward better, faster, and cheaper and added that supply chain risk has to be better managed.
|
From page 93... ...
Dr. Green described the supply chain and the work-centered analysis chain, the latter of which emphasizes where people fit in to the ecosystem of successful product delivery.
|
From page 94... ...
She outlined the imperative for the Air Force to make better decisions based on authentic data. Enterprise cognition can enable this practice, with a language to describe and understand the forces and interrelationships that shape the behavior of leadership and management; the capability to change systems to be more in tune with the processes of the natural and economic world of the enterprise environment; and the capability to establish goals and decisions based on what the enterprise knows or needs to know to implement and execute successful strategies.
|
From page 95... ...
For example, governance addresses data privacy, security, and access, and optimization requires understanding the full data supply chain to reduce time to value. However, he continued, it is difficult to increase speed of action when the lines of business, technology, data, and people remain siloed.
|
From page 96... ...
The digital workplace prioritizes personnel through improved collaboration and employee engagement; new staff workstreams via the use of personas; more productive business relationships within and beyond natural working groups; increased employee productivity; improved business processes and content management to facilitate the intelligent delivery of knowledge; and alignment with the organization's digital transformation goals.
|
From page 97... ...
In closing, Dr. Rhem noted that the benefits of knowledge-as-a-service in the digital workplace include Enhanced communication and innovation by creating a more collaborative culture; Increased productivity executing tasks and learning more efficiently and effectively; Personalized knowledge access; Prediction of trending knowledge areas that knowledge workers need; and Identification of targeted knowledge for real-time engagement and content consumption to aid in decision making and improve outcomes.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.