The Next Big Thing: Lockheed Martin Makes Northern Alabama Flagship for Hypersonic Strike Work

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  16 avril 2024 | International, C4ISR, Sécurité

  Idaho’s Higher Ed Leaders Participate in CISA-Led Cybersecurity Exercise | CISA

  Higher education leaders from across Idaho gathered for a CISA-Led Cybersecurity Exercise.

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  21 juin 2019 | International, Naval

  Naval Engineers Must 'Lean In' to Advance Technological Agility

  BY C. TODD LOPEZ Rebuilding "strategic momentum" and growing advantages in the maritime domain are challenges Chief of Naval Operations Adm. John M. Richardson addressed in "A Design for Maintaining Maritime Superiority, Version 2.0," which updated a 2016 document. At an annual meeting of the American Society of Naval Engineers today in Washington, Richardson said meeting those challenges is a "human problem" that must be met, in part by naval engineers. His plan for how the Navy will maintain maritime superiority relies in part on three aspects of agility. "With the joint force, we will restore agility — conceptual, geographic, and technological — to impose cost[s] on our adversaries across the competition-conflict spectrum," the report reads. For engineers, Richardson focused on their contribution to technological agility. "The technological landscape is changing so fast across all of technology," Richardson said. "It's really fueled by this information revolution that we are in the middle of right now. And so as we think about the Navy as a learning engine in and of itself, restoring these technical agilities is really important. We do need to move at pace." For comparison, the admiral referred back to Dec. 8, 1941 — a day after the bombing at Pearl Harbor. It was then, Richardson said, that the Navy began a quick transition from battleship-based tactics to aircraft carriers and aerial battles. He said the switch in strategy wasn't a surprise for the Navy, because it had been researching and engineering for that possibility for years. "We had been 20 years into naval aviation," he said. "This was not just something that we did as a pickup team on Dec. 8. We had been putting investments in with folks like [Joseph] Reeves and [William] Moffett and all those pioneers of naval aviation. We had evidence. A lot of experimentation, a lot of engineering that had gone into that." Now, Richardson said, the Navy must again have that kind of experimentation, engineering and prototyping to ready it for the next conflict — and it must get on that mission quickly to stay ahead of adversaries. "We do not want to be the second navy on the water with these decisive technologies: the directed energy, unmanned, machine learning, artificial intelligence, etc., you name it," he said. "That's the great challenge now: to get out, start prototyping, get at this pace, plus evidence ... to yield a relevant Navy that is ready to defend America from attack and protect our interests around the world." The admiral said that a knee-jerk reaction might be to cite Defense Department acquisition regulations, like DOD 5000, for inhibiting the type of rapid development, engineering and research he thinks will be needed to maintain maritime dominance. But he said that's not entirely correct. "I think a new set of rules would help," he said. "But this is, I think, a human problem at the end of the day. If we are all biased for action, if we all lean into this, we will get it done. There is nothing that will prohibit us or inhibit us from getting that done if we are all leaning in." https://www.defense.gov/explore/story/Article/1882567/naval-engineers-must-lean-in-to-advance-technological-agility/

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  9 septembre 2019 | International, C4ISR

  Who should manage the Pentagon’s AI data? DARPA’s director has a suggestion.

  By: Jill Aitoro The Pentagon's needs one central hub to manage all of the data supporting artificial intelligence across the services — and the newly stood-up Joint Artificial Intelligence Center should be the entity to take that on, said Steve Walker, director of the Defense Advanced Research Projects Agency. DARPA has funded foundational AI work for 56 years, now concentrating on what Walker calls third wave AI that focuses on human and machine interaction as well as building “trust and explainability” of the data, Walker said during a panel discussion at the Defense News Conference on Sept. 4. “Everybody should own it, but I think there's a real need in [the Department of Defense] to understand how to do what we call AI engineering,” he said. “We can do the foundational part, the research, but who's going to manage the data? Who's going to update the data as it changes? Who's going to update the algorithms as the data changes? "I know that the Joint AI Center has stood up in the department. I've encouraged them to take that on for all of DoD and all the services. I think that would be an excellent role for them.” Established in June 2018, the Joint AI Center is an effort to accelerate the Pentagon's adoption and integration of AI at scale. As a center of excellence, Lt. Gen. Jack Shanahan, JAIC's director, said the organization was intended to expand beyond product delivery to include “strategic engagement and policy, plans and analysis, and intelligence and more.” It's been billed as a clearing house for organizing the DoD's thinking and projects related to AI. That said, it's too soon to know whether JAIC will take Walker's advice and serve as a central manager of sorts for AI data; he did say leadership seemed “amenable” to the idea. A centralized hub for data could also ease efforts underway by agencies. The Air Force has people plugged in with the JAIC effort, as well as DARPA and academic institutions. The service is starting an AI accelerator at the Massachusetts Institute of Technology, where members of the Air Force are embedding with the university's computer science and AI lab. “We're trying to make it real, to take some of what Dr. Walker and his team had been working on and turn it into something that our airmen out in the field can use across the spectrum,” said Gen. Stephen “Seve” Wilson, Air Force vice chief of staff. “Whether you're logistics, whether you're an operator, whether you're space. I would make it real.” At the end of the day, successful AI efforts are based on big data sets. Without that underlying data, the Pentagon is “building a house on sand,” said Juliana Vida, the chief technical adviser for the public sector at Splunk, Inc. “If you don't get the foundation right, the input into the machine-learning algorithm is not going to be complete. It's not going to be correct. Even though it's not cool and it doesn't go bang and it's not sexy, the data is the underlying piece to all of these other technologies,” Vida said. https://www.c4isrnet.com/artificial-intelligence/2019/09/06/who-should-control-the-pentagons-ai-data-darpas-director-has-a-suggestion/