The military is moving toward an integrated, software-centric command-and-control (C2) architecture. To enable this, financial leadership needs to lead the transition from traditional hardware-buying funding to more flexible resourcing. How can the military’s resourcing framework be restructured to support the continuous, iterative procurement of AI-driven C2 applications, and what specific metrics should financial leaders use to measure “decision advantage” value against dollars spent in a nonlinear acquisition cycle?
To support this continuous procurement, the military must also properly leverage its existing tech-development networks down to the tactical edge. Can the military develop an organic capability to code within a tactical unit or squadron, and then enable the infrastructure and processes that would allow that code to be deployed in a controlled environment with minimal overhead requirements to the unit?
Currently, there are numerous cyber innovation eco-centers—such as these localized, organic coding environments—that are not necessarily connected with research labs, major command planning staffs, joint capabilities integration processes, or traditional and agile acquisition processes. How can these cyber innovation centers blend into traditional requirement development and agile or traditional acquisition processes to produce short-term sustainable capability? Furthermore, as the military restructures its resourcing frameworks to support these organic capabilities, what should be the specific roles and interactions in this process for Chief Software Offices and the designated lead commands for cyber operations?
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