and non-proprietary: key issues in military's future situational
a recent speech, U.S. Joint Forces Command's commander asked
industry leaders to reduce redundancy and realign research
and development efforts.
USJFCOM Public Affairs
BEACH, Va.-- June 10, 2004) - In order to gain knowledge superiority,
industry professionals must align their information technology
research and development with joint and coalition warfighters
needs, the four-star admiral charged with leading DoD's joint
military transformation told industry leaders today.
have found that gaining superior situational awareness is as
much or more about people, organizations, and coalitions being
empowered to work together in new, more dynamic highly adaptive
ways than just about technology," said Navy
Adm. Edmund Giambastiani, commander of U.S. Joint Forces
Command (USJFCOM) and NATO
Supreme Allied Commander Transformation (SACT).
The remarks came
during the Armed Forces Communications and Electronics Association's
(AFCEA) Transformation TechNet 2004, at the Virginia Beach Pavilion.
are not looking for a technological silver bullet but rather
how technology can be applied to the new circumstances of modern
warfare," said Giambastiani.
to Giambastiani, both U.S. and coalition forces are working to
achieve decision superiority based on the human aspect of decision-making.
This is the command and control (C2) part of command, control,
communications, computer, intelligence surveillance and reconnaissance
superiority will only be attained when combatant commanders are
empowered to plan and act swiftly Giambastiani told the audience
of communications, electronics, intelligence and information
called on industry professionals, military R&D communities
and academia to come up with the integrated networks that will
enable a collaborative information environment (CIE), an environment
where every level of command, including coalition partners, can
share and collaborate "real time."
illustrate how important CIE is to the joint warfighter, the
admiral related an anecdote in which a U.S. pilot in Afghanistan
used an Internet-style chat network in his plane to collaborate
with forces on the ground, planners at U.S. Central Command,
and a sister squadron to confirm coordinates, verify that blue
forces were clear of the area. In under 30 minutes, the enemy
said that the separate services are spending money on technologies
which are redundant but not always interoperable and that the
government was looking for technology solutions that are non-proprietary
and have an open architecture because information technologies
said that he's never been described as "a cop on the beat" when
it concerns ensuring that interoperability happens, but assured
the audience that it isn't about who gets to the chalk board
told the industry leaders that USJFCOM staff was interested in
hearing what solutions industry can offer and encourages a new
partnership of innovation and change.
is a two-way street," said Giambastiani, in reference to
military transformation and the goal of achieving decision superiority.
guest speakers during the three-day conference included: Navy
Adm. William Fallon, commander U.S. Fleet Forces Command, Air
Force Lt. Gen. Bruce Wright, vice commander, Air Combat Command,
Vice Adm. James McArthur, Jr., commander Naval Network Warfare
Command, Army Lt. Gen. Anthony Jones, deputy commander, U.S.
Army Training and Doctrine Command, and Marine Lt Gen. Edward
Hanlon, Jr., commanding general, Marine Corps Combat Development
Adm. Edmund Giambastiani Remarks
AFCEA TechNet Conference
VA Beach Pavilion Center
June 10, 2004
morning-and thank you for the opportunity to speak with you today.
Thanks, also, to the AFCEA Tidewater and Hampton Roads chapters
for co-hosting this conference. Your focus on delivering capabilities
that will help achieve decision superiority is central to our
overall transformation efforts both in the U.S. and in my NATO
have a prepared text that I'll use as an outline and will be
happy to take some questions at the end. Oh, and I should mention
that John felt that this was such an important topic that he
asked me to speak for about three hours and use up to 100 slides-but
have no fear, I brought just one slide to share and do Q&A.
conference theme: "Achieving Decision Superiority," is
an important topic to address because the information technologies
that you produce are key enablers-and I emphasize enablers-for
the new way of operating both for the U.S. and NATO, one based
on knowledge superiority.
I wanted to do today, though, is talk to you from the perspective
of the customer-the joint warfighter. And like all good customers
- and in my mind a good customer is a demanding customer - the
mindset that I'll convey is "what have you done for me lately." Or
to put it more precisely, have you-the smart folks from industry,
battle labs and think tanks-kept the customer at the forefront
of your technological development?
me show you that slide I
mentioned earlier to help explain the "customer's viewpoint."
of you have seen this slide before. I've used it often over my
19 months in command and it hasn't changed that much-and there's
a reason for that.
you look at the Block IV chart at the far right-the description
at the bottom lists the "effects" or "end state" that
the customer wants: a coherently joint, capabilities-based joint
when I use the term joint operations, I mean the "Big 'J'" in
foint-which refers to a seamless integration of the individual
services, other government agencies, allies, coalition partners,
multinational organizations and even non-governmental agencies.
if you look at the attributes above on the Block IV chart, what
you see there are the "means" or "enablers" to
achieve this coherently joint force: "Interdependence"; "Effects-Based"; "Collaborative";
see-what this slides helps to do is provide another way of looking
at the challenge of transformation from the customer's perspective,
or from the operator's viewpoint. The point here is that the
focus must be on the commander and the command and control functions-or
overall human aspects of decision-making-rather than on the technological
If the goal is to "achieve decision superiority" in whatever military
operation our U.S. and coalition forces might have to conduct, then this Commander-centric
viewpoint must be kept at the forefront of your technological development process.
that viewpoint in mind, let me take a moment to share with you
three perspectives on the work we have been doing to deliver
the capabilities for the new way of operating.
when I say "we," I am not using the "Royal We" but
am merely wearing both my hats as commander
of U.S. Joint Forces Command and as NATO's Supreme
Allied Commander Transformation, or "SAC-T" as
we like to call it.
We view information technology as the means to gaining knowledge superiority
rather than an end-in-itself. In other words, we are not looking for a
technological "silver bullet," but rather how technology can
be applied to the new circumstances of modern warfare along the full range
of military operations.
We have found that gaining superior situational awareness is as much or more
about people, organizations and coalitions being empowered to work together
in new, more dynamic, highly adaptive ways than about technology. What is important
here is how information technologies can enable the scope, speed and richness
of operational knowledge that is necessary to the transformation we are after.
the NATO side-that is why Allied Command Transformation just
stood-up a new integrated project team to help develop and deliver
a NATO Network Enabled Capability, or "NNEC".
new team has begun the process of defining the requirements to
produce an integrated, highly adaptive command and control capability
for the NATO Response Force, a high readiness expeditionary force
capable of conducting operations along the full spectrum of military
operations. The ACT team will then draw together from Alliance
organizations and industry the IT capabilities that will help
turn these requirements into reality.
the U.S. side, we are delivering the Standing
Joint Force HQ core element capability to the Combatant Commands.
I know that you have already received a detailed briefing on
this by my SJFHQ Director, Rear
Adm. Rich O'Hanlon-and also on our prototyping process from
Mr. Steve Moore, my director of the Office of Prototype Over
Sight-so I won't cover these details here-but will be happy to
talk on this capability more deeply during the Q&A.
these new capabilities will have a significant impact on other
aspects of our U.S. and NATO forces-like doctrine, organization,
training and leadership-both JFCOM and ACT will simultaneously
develop new training packages and capabilities to ensure the
new standards are well understood and embedded at the operational
level of command.
short, our fundamental view of transformation is that information
technologies are key enablers for gaining knowledge superiority-and
that the "end goal" is to create a highly adaptive,
knowledge-enabled NATO force.
new capabilities-combined with the innovative training and organizational
prototypes we are delivering-will allow our forces to conduct
operations that are "effects" or "outcome" oriented
instead of "means" oriented. This is the whole point
of "effects-based operations".
is also why I consider "network centric warfare" to
be a misnomer. From my perspective, I see network centric capabilities
as a means to enable effects-based operations rather than ends
in themselves. The difference is key because military transformation
is more than just technology. It's also about these other aspects
that I've mentioned, like training and organization, experimentation
and concept development-developing innovative approaches to employ
the technology we currently have-and are developing-in different
With regards to the term "C4ISR," my view is that it must be separated
out into the two distinct functions, rather than artificially kluged together
to appease the acronym gods.
I view "Command and Control" as how commanders and staffs use knowledge
and the understanding that it creates-or the human and organizational aspects
of knowledge superiority. The rest of the acronym: "Communications, Computer,
Intelligence, Surveillance and Reconnaissance" deals with the systems
aspects of how knowledge is gathered, analyzed, displayed and disseminated.
these distinctions is critical to understanding how we are transforming
the joint and NATO force-and your role in the process. My commands
are keenly focused on the human aspects of C2 + C2ISR, or the "Command
and Control" portion of the acronym.
necessity, knowledge superiority represents more than the traditional
understanding of command and control. It must embody the full
empowerment of commanders to plan and act swiftly and positively
on near real-time information-across the entire breath and depth
of the future battlespace.
We call this new technical condition the Collaborative Information Environment,
where every level of command-throughout the entire force and including
coalition partners-is linked to the senior commander's decision-making
processes. In other words, we seek to establish an environment where all
our leaders can share and collaborate on near real-time information to
the point of synergy.
used to do this coordination on the hood of their jeeps, on the
bridges of their ships, or in their flight rooms. This kind of
face-to-face interaction remains vitally important. With a collaborative
information environment, a commander is able to multiply his "presence" many
fold, virtually-a very powerful tool that will enhance unity
of effort and coherency of action, even on a very distributive
give you an idea on the power of this capability, from the U.S.
perspective, let me share with you an observation we received
from a U.S. pilot in Afghanistan. His comments seemed to crystallize
the effectiveness of the collaborative environment-and its similar
to the example that Lt. Gen. Wright gave earlier in this conference.
an enemy column was identified on the move, the pilot recounted
how the real time, internet-style chat network in his plane enabled
him to collaborate with:
· Forces on the ground
· Planners at U.S. Central Command HQ
· And a sister squadron.
gunships moved in stride toward the target guided by satellite
communications, planners at U.S. Central Command simultaneously
confirmed the coordinates and approved the strike while ground
commanders verified that "Blue" forces were clear of
the area. In the space of 30 minutes from the time the enemy
was detected, the column was destroyed.
key point to this story is how information systems have enabled-and
are empowering-operators to act adaptively, make rapid decisions
and take positive actions.
is the collaborative condition we seek on the human aspect of
C2 + C2ISR.
the systems side, we are relying on you-the talented members
from industry, military R&D communities and academia-to come
up with the integrated networks that will enable the Collaborative
Information Environment, or CIE.
integrated project teams will work out the conceptual blueprint
and general requirements for the CIE. We are looking to leverage
your technologies and information capabilities to assist us in
fleshing out the technical aspects of the NATO Network Enabled
Capability and standing joint force HQ core element.
is critical to understand here is that JFCOM and ACT are serving
as the bridge between the human aspects of commanding warfighters
in complex missions and the network systems that you all can
provide to link all of this together.
should also add that because information technologies change
so quickly, we are looking for solutions that are non-proprietary
and have an open architecture. This is the only way we can continually
upgrade existing systems to apply across the entire joint task
force or NATO Response Force as well as with coalition partners
in a coalition joint task force.
is your challenge-delivering the systems and networks that are
non-proprietary and contain integrated open architectures that
are both adaptive and integrated.
One of the top priorities of my two commands is to bring alignment to the overall
change process and with our many partners. In the area of information technologies,
for example, that is precisely the work that our NATO Network Enabled Capability
team and Standing Joint Force HQ prototype team will do. We are doing similar
alignment across other key areas like doctrine, training, education and
aligning our various agendas and efforts, we can effectively
harness the great intellectual energies and innovative ideas
springing from a wide field of disciplines and from all our partners,
the services and on the NATO side, from the nations.
can tell you that both of my commands are tied at the hip-particularly
with experimentation, training and developing integrated capabilities.
To be exact, we are "aligned at the hip."
folks are also here to learn what you have to say, answer any
questions that you might have-and to assist in bringing together
our many capabilities in a new partnership of innovation and
change-so that we can be aligned with you. In short-this transformation
endeavor is a two-way street.
is how we see "Achieving Decision Superiority."
summary, Joint Forces Command and Allied Command Transformation
are committed to working
closely with the industry, academia and our many partners
in the military-on both sides of the Atlantic-to find IT solutions
that will enable the new "way of operations" based
on knowledge superiority and situational awareness.
understand the true value of technology is how it will enable-and
empower-our forces to make better, more effective decisions,
rapidly and decisively.
in the end, we must always keep the customer in mind from the
outset-the joint warfighter. We also understand that we can't
do this transformation alone. We will need your help-your innovative
ideas and technologies-to get across that last, important step:
the information stage.
you for the great work that you do.