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tv   Discussion on U.S. Space Command Achievements  CSPAN  January 4, 2021 6:05pm-7:10pm EST

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>> next brooklyn or chief of staff of us-based command on some of the agency's achievement and future goals, he also spoke about pot under possible locations with headquarters at this event hosted by the mitchell institute. >> good morning ladies and gentlemen at the mitchell institute for aerospace studies, welcome to our final space power quorum for the final year 2020. were pleased with brooke leonard to join us today as chief of staff of the space command, he is the principal advisor to the us-based command commander and directs the activities of the space command staff, it is a big job, prior to his current role, he most recently served from air
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operations combined joint task force operation resolve, he brings a wealth of experience and perspective to his current job. welcome general and thank you very much to join us today, i think you are very well aware of the fact that it's been just over a year that us-based command was established as a command after a 17 year hiatus, what i would like to do is kick things off by giving you an opportunity to make a few opening remarks on the progress to date building out the space, and what your biggest challenges and priorities are as you look to the future, with that over to you. >> thank you i am super fired up to be on the space power forum, thinking to the mitchell institute as well. on top of that a little bit of voting task to be the last one in this crazy year called 2020
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but i wanted to started off by not only saying thank you to you and your team but happy birthday to the us-based force we celebrated that yesterday and the guardians are part of our headquarters and were happy to be able to celebrate this occasion for our space force. happy birthday to them, we are a half year older and not that much far ahead but it's awesome to see the focus that our nation has on increasing our space capabilities, not only our awareness but what were able to do across the breath of the american life and way of life, it is a really fun opportunity to be a part of this as chief of staff and i'll tell you what were doing as you alluded to we are reestablishing space command and someone call it us-based command 2.0 but there are differences from the space command that we had 17 years ago, the first big one is our
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area of responsibility, we have a defined area responsibility so you could call is a geographic command, we might call us in exocrine dresbecause you don't y but we do on space and that's a difference. we touched every other combatant command either functionally or geographically so being able to intertwine with them in our missions is one of our big challenges and one of the new differences for space command 2.0, another one is our mission to protect and defend not only allies and partners but also commercial and civil infrastructure for national security space, that is an added mission that we have as well, we have a new functional command joint task force base defense to help us do that in their
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operations center the national space defense center, a lot of organizational change as well as mission change and that goes for the headquarters as well, we want to be the dod vanguard for operating in the digital age and i know you wrote a paper on mosaic warfare, the systems warfare that is something we are highly focused on, we have looked organizational design principles, we have partnered with the stanford design school and partnered with the joint special operation university and other experts because they want to get it right and we know it starks at the tactic in organizational level as we build the habit patterns and process in the headquarters. we want to be not only agile but we want to be and the dexterous coming after the mission we have to date and take the leaps and bounds into the future, we know
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for instance in competition with the chinese, we will not be able to slowly evolve and stay ahead of them, they will be able to steal her secrets and continually stay at pace with us and we just can't afford to do that as the united states of america. we are looking for the big leaps, how do we do then organize our headquarters and are command to be able to do that so were focused in on that and whatever design choices is to get to an 80 - 20 split were refocusing 20% of her time and resources on the future on big ideas and that the volume game and dedicating forces to do that and we have to establish credit ability and familiarity as a mentor before and we need to work with the commands in the civil sector, the commercial sector and allies and partners that's a big task and will return to do, do the design as
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well as being focused on dedicating the resources on a barely daily tangible level, we are looking at technology, how do we really take the technology that is out there and be able to pull in all sorts of data everything from unclasp all the way to the highest level of secrecy that we have inside the united states to take all the data, combined together, use machine learning, hopefully artificial intelligence someday be able to weave that in and get the information out in a very tailorable way to execute demand that speed. we want to develop that technology and unlike how other organizations have done in the past where you take technology and wrap it around your organization and you try to do better that way, were looking at developing the technology and our organization on top of that technology. it is a little bit different
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with their organizational design process on how were going to do it, we think that we get after the mission we have that much better and that much faster. there is also things were continuing to do as we came out of being a component to strategic command and into a full-blown us-based command we still have our mission to deliver space across the joint forces to enable them to be better, that is going at pace we never slowed down and we are continuing to increase because we are evolving from a central command focus into appear, near. competition and conflict daily focus, as we deliver those effects we are delivering those effects to competition from a worldwide perspective rather than our typical or past focus on the middle east. that is something that is slightly new even though it is something that we had as a
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functional component as a space component focused on daily and will never let up and be involved for sure. >> we have future missions that we are preparing for, our global satellite communication manager mission and our global sensor mission and how that plays in to missile warning and missile defense so we are working closely with nor come as well as strategic command to do that right and really make the most efficient use out of it and many of her sensors that do a lot of the same things and a lot of overlap there, some other new things that have come a late and the timeliness of our focus on command and space force could not be better, you can see what our adversaries have been doing, a lot of activity in terms of taking what is a peaceful domain, a domain that is critical to the way of life and
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offers a lot of economic and commercial opportunity and they have begun to web and isis and turn it into a war fighting domain, we have seen those activities again, they understand our capabilities in space and looking to deny those and at the same time they're trying to build their activity between the states capability in the other domain capabilities as well, lots of activities on that front as well which again is a challenge and opportunity and something that we are taking had on, then we have the commercial and civil sector which is been amazing to watch, spacex and nasa, watching american soil to the international space station and recovering them in activities across the board from virgin collected to start link, the project coming on board with the japanese to amazing things with asteroids and likely see in
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across history as we develop the new capability and people try to venture out to dragon if you will, in other words we need to go there to provide a secure environment, a stable environment and the capability to preserve the american way of life so tied to our space capabilities. so to do that were focused on a war fighting culture and organization, that has everything to do a training and standards and how we look at our mission and the intensity that we look at it with in the daily nest that we look at it with, to do that we stood up or components so we have every service component except for the airport that we are working diligently on that, the air force is going through a design, the process as well to accelerate change as gerald brown would say so were working on them to understand
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inappropriately construct an air force component and we have components from all the other services and it's been wonderful to see the capabilities of the other services bring not only were fighting which i think is obvious answer but also in space i've been very impressed to see having growing out of air force culture and seeing the space forced from an air force perspective and grow out of that knowing full well what capabilities they bring it's been wonderful to see the space capable these and expertise that not only the army brings but the navy and the marine corps and to be part of a joint war fighting headquarters has been incredible to see that from the war fighting perspective but the space expertise perspective. then on the partner in commercial integration side i'll tell you one of the big highlights one of the missionaries we continue to focus on is a human spaceflight
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report, that launches to the international space station that i referred to earlier those were supported by a joint force around the world ready at a moments notice to recover the astronauts in case anything went wrong, nasa and. : were responsible for the normal recoveries and i'm glad it happened that way our forces did not need to be used, that is a booming business and we will need to grow that mission until were focused on that but that shows you the amount of integration that we need not only with partners but on the commercial civil side as well. then definitely something that is important to mention is the intelligence community, everything from organizationally we brought on the national agency reps and we have a personal integration from a liaison perspective but were starting to stitched together our processes and our capabilities so it is been wonderful to see the expertise that they bring to the field but also the reliance that they have
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on stage in particular operation intelligence which had subsided in the 17 years were space command was not in existence the foundational intelligence, this is what a bolt hold pattern on a satellite or information that we need to make sure we understand the adversary technology that continues to go on but the operational intelligence so we understand their intent and what is exactly going on so we can compete encounter that if necessary, certainly last but not least our focus on the links, cyberspace if you will because we understand the space domain is not only on orbit but very intentionally tied to terrestrial ground station and components and the links in between. our integration with cyber command is quickly growing that is a huge point for our command to make sure were latched up because so many links are controlled through cyberspace. last but not least we are
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finishing our integrated priority list which in many ways is like a birthday party or a level of maturation in a command, whereas we were fighting command think through what we value and put the war fighting requirements out there to take the incredible teams of space focused organizational units and acquisition and really try to get everybody moving in the same direction for speed and efficiency to say ahead of our adversaries. the commander focuses focused on first of all the awareness and command and control. we like to say we need to be able to understand, decide and act at speed and how they can maneuver the adversary. it was great to finally put a down on that and start to get that out across the different space agencies. that is a brief focus on where
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we are and where we are going, it is a privilege to be on your space platform this morning. >> thank you for that context and insight and also please pass on our thanks to your team and everything that they are doing to protect the space domain, let's dig deeper into some of the topics that you mentioned, space command was obviously reestablished out of a recognition that space is an increasingly contested domain that you alluded to and it is absolutely foundational to effective joint war fighting, russia and china are developing their own space capabilities not only to exploit face for themselves but also to deny our freedom of action, as you look ahead what are the key trends for regarding competition in
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space. >> from a generalized perspective, competition is an everyday event, it used to be a little bit more episodic but now it's an everyday event and if you're not in the game every day and not focused on that you are probably more behind in more behind, not only the daily nest, the ubiquitous of it as well every domain and dimension to compete in for sure enemy one way or another through lots of different effects, to be able to prioritize those and organize his important and a lot of that goes through space and like i mentioned before and we touch every other command in the integration and synergy is key, i will tell you what it goes back to is a recent aligns on
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our maps and in our minds for so long, we met with general heightened and he brought up the fact that we cannot continue to draw lines and he did not want 100 kilometers and up geographical if you will laundry line become another line if you will and another command buying for their own silo of space if you will and our task is to make sure were integrated and were thinking from a globally perspective on a continual basis and the fact that competition is not a subset, kind of in a separate space, we will compete and then we will transition to prepare for war then we will transition to conflict and then we might have a contingency operation a covid or hurricane, all of those intertwine and it's a continuous mixture of
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competition and conflict all the same time and to be aware that you're in the environment and the other piece of that is understanding the fact that because of that, the traditional way of looking at warfare where you have these phases that you include mentally rationed up through and bullets are flying now, that is not the ways going to play out. , the timing will be different across domains and dimensions of the conflict or the competition you're in and we may have different tiny and we might need to go first in space and survive and take a punch in space to be able and enable another domain were mentioned to compete to fight more effectively. so working to that timing, where
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does space fit into that and where it's important. what we have seen in the competition as it stays into conflict, really cyber command, cyberspace, space command and a lot of our forces whether it be undersea or special operation forces form a synergy that allows us to set the bottle space to ratchet up our competition and to set ourselves to win before we even fight. our focus is how do we think about the fact that competition and staying in the game and doing so in a way that we can pivot but at the same time show strength is key to winning without fighting. and that is the intent of any military organization and we have a key role in that in developing the organization and the capabilities to do that is key for us particular in the digital age.
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>> take you for the thoughtful answer and i like to undermine a couple of things that you said there, one is the fact that we have to move away from the last century, linear approach to phasing that has been the foundation of joint doctoring for far too long and the second one if i take what you said and change it in terms of context and that is moving away from simply the services and the service component to combat and command from simply in her operability more toward interdependency where technolo acknowledge everybody's unique capabilities but does so in a more integrated fashion then we have before and simply quorum 81
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another as opposed to integrating the capabilities that each of the service components provide, is that a fair summary of what you said? >> absolutely, to take it back to the fighter pilot days, it is like air combat maneuvering but on a large scale we call that dynamic operational mutual support. in other words what is the fighter in this analogy, what is a combatant command or the domain in the best position to employ and that employment is everything from a competition level employment like a strategic message all the way to conflict level employment which would be a connecticut operation or everything in between so now as you are in this fight, who is in the best position to fire for mutual support of each other, were aware of what each other is doing we have rule said someplace that know how to do that, how do you do that at a
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large-scale operational level that is exactly what we are focused on. >> that's another great point, in order to get to the speed of relevance, we will not have conference among a bunch of seniors to figure out what to do rules that need to be put in place, no more calling back and asking mother may i let folks at the leading edge of the force that need to be able to understand what a joint combatant commander guidance and execute without having to ask for permission. >> we talk about edge computing and we need a power and level decision through the edge as well. >> that is great to hear, let's shift gears a little bit, last month the department of the air force announced six candidate location for us-based command headquarters including the provisional headquarters at peterson air force base, i
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understand the sensitivity of this, without getting out in front of any kind of facing decision could you give her audience a little bit of insight in what do you think the most important considerations are in making that determination and perhaps what are the implications were space comes ultimately headquartered. >> i will tell you i would like to start the implication piece first because as i mentioned earlier our adversaries are not slowing down and letting us take a timeout with space command to point no as we focus on digital age competition as we talked about, the speed at which we do that is really important and where you're based in headquartered, everything that goes along with that really is important to be able to understand what that is as soon as possible were excited for the
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work that the air force and our service leaders are doing for us in that decision, we have a provisional headquarters decision which helped out a lot, as we build our command that is moving people and hiring folks into the slots to execute the mission that we need them to execute, having not out there is really important to us and as we've accelerated we are looking forward to accelerating not more so were working with the department defense to do that because as you know in our business in space people are the foundation of our war fighting capabilities and bringing the expertise on, that dovetails into the requirement that you ask for me too highlight what are the things that we are looking for per headquarters, first and foremost were looking for a place where we can have and grow incredibly smart joint space were fighters, having a
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location that not only has that talent available but also that can house in feed and take care of that talent is really important to us. and then it is important in every age whether it's a more austere budget and a time where there is abundance it doesn't matter those are taxpayer dollars. make sure we do that and efficient manner is very important to us, looking at infrastructure and communities and cost is really important to us as well, but more so than just looking at space expertise is important to us to look at joint were fighting in space expertise. our headquarters will be approximately 60% civilian so were looking for locations not only were we can get the joint were fighting space expertise from a military population but also from our government civilian and contracting population. . . .
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>> we are going to need to expand, clearly and perhaps to get some of activated as its service component, and as you mentioned, in some of your remarks upfront, service with a dedicated organization experience in the gratings subordinate candidates, it starts to
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determine the shape and makeup of everything. >> and the marine corps we are very excited, and like i said. and that includes bringing this perspective for sure. but the satellites don't have parents. a lot of people say oh, we have a couple of astronauts up there, but we don't have in orbit, but every satellite i question. and this brings this into place every single day. what do the marines need on the ground to be part of this and to have that perspective and to understand their needs, again,
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on what is on ground and the links in between. and not only that, but it's the space of what they think of us. same thing with their capabilities and how they operate. understanding the active techniques and procedures that they have, integrating them with what they see as being incredible to see that. obviously very excited as well h organize training equipment perspective, to bring those capabilities. and so the expertise with other service organizations in what and what they bring, that has been really important. they have a particular specialty code, obviously for space competency and then the army does as well.
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and so those are the two services that are really bringing a lot of that pacific space expertise to us. and then the other part about that is the services bring with them not only a different perspective but a different way that we can tie into a domain. it is our intent to compete with multiple domains, to be able to do that we have to be able to understand the different platforms and capabilities that those services have and how we would integrate space capabilities and needs. so it is a supportive relationship, just like it is with other combatant command like the service systems. definitely on an operational side. so it has been great, really it is vitally important to what we are doing. because we cannot think of space particularly from these capabilities and interaction.
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also looking at different ways to accelerate change or make the best we can out of the air force. we are working with the air force on what we can do about that. really we are going to commission mission planning. and some of those are sort of foundational things, and that is just being able to advocate for needs are capabilities that we need from a supportive relationship with the air force and then also as i mentioned before, the majority of the military folks sitting on call, ready to recover astronauts is anything went wrong, personnel recovery assets, mobility assets and etc. and that is a stark mission and we need to look at and that is an expertise that the air force can bring for sure.
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>> very good, thank you for that. shifting a little bit toward the commercial industry, i know that there are some in the audience would really like to hear your thoughts on what is going on. during the accelerate event, doctor will roper announced space works and space-time as part of their efforts to leverae cutting-edge commercial technology, as well as opening p the market for next-generation space systems. when it comes to partnering with the commercial industry, can you chart ahead of four spacecom? >> yes, we think of it as a barbell, we are integrating and we have a commercial integration at vandenberg air force base
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with the space component command, and they are integrated on a daily, tangible, tactical perspective. understanding the testing that some of those commercial organizations are doing, we need to be aware of what those are and what they are doing. and that includes experimenting and testing. the area of responsibility that we have is also our test range, and it is also where folks are launching numerous satellites like spacex and starlink. we have to understand that, we have to be able to provide the switching between the satellites and rocket bodies and rockets and tests and we have to be able to understand that. so the commercial integration goes a long way with our supportive relationship with
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commercial partners. we are very concerned with the launch is that the commercial entities are doing. and in many ways it is putting economic pressure on russia and that includes putting astronauts not just in their rockets but on our own. that is another way that we are competing. to be able to protect and defend those launches, everything from how they roll out to the launch pad them launch in and putting whatever it is in orbit, that is part of the space command responsibility to secure that. so integrating is very important. swimming to the other end of the barbell, where we see these opportunities, that is taking a big leap forward and that is understanding the requirements that we need, it is our responsibility to provide clear focused requirements and also
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harvesting the technology and the capability and the ideas that these companies are having an understanding where they are going. the fact that elon musk wants to go to mars is very important to us as we consider what is the outer foundry. i mention 100 kilometers was sort of the inner baldry him about what is said and how fast are they going on in what way are they going there? china is going and they are mining moon rocks and bringing them back. that is very interesting to us. that expands us and forces us to be able to think through the environment as we go back to the moon as well. so tying in with that with both how we handle the daily operations and secure those things, all the way to how we hold hands and make these giant leaps to keep american dominance together to be able to protect the american way of life is key to a period so that standard
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exchange of pulling them into our headquarters, also spending a lot of time thinking and really coming up with big ideas, testing those ideas out, drawing them into the exercises, drawing them into how we do the battle to them every day, as headquarters and has been fun for me as the chief of staff to see commercial partners, allies, we integrate them and back when i was a little bit younger would only be folks in uniforms like this taking part in it. now we see them from all walks of life. it is key to how we move forward, key with how we compete against our adversaries. >> that is really good, it is also a good segue into talking
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about cooperation with allies, repeatedly emphasizing the greater cooperation with america's partners, absolutely critical, the combined voice for activities such as operation olympic defender, that is part of building partnership. can you talk about some of the inroads that you have made towards working with our allies and space and how you are approaching some of the hurdles, like the very heavily classified nature of u.s. space operations. >> yes, sir, so on a very tactical basis you mentioned operation olympic defenders, are partners are ongoing right now, we take it very seriously. but really the focus on our partners, it is a key event. it is sort of a commercial and
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civil situation we talked about in last questions. allies and partners in commercial allies and partners and civil allies and partners, not only thinking about other allies and partners and military, thinking about other allies and partners commercial organizations. we don't necessarily linkup with those, but encouraging them to integrate themselves and then take that integration with us, think of it as multi-bilateralism, it's really important for us to stick together like that. so that is one thing. the other thing is development. so not only are we learning from our allies and partners and their capabilities, but also leveraging those. not just becoming integrated but having interoperability, you know, the 100 kilometers and others around the entire globe, so having friends around the world with capabilities to be
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able to command and control is critical to us. and then also knits together a wide web that i think in many ways deters adversaries. because an attack on one have to be an attack on all truly start to impact our capabilities. so that is important as redundancy and resiliency as well. we see that in the competition space with messaging against iran and russia, particularly we saw a lot of different allies in the european theater, on board with that and especially having a larger coalition, all of them crying out with one voice, really what we see is a cab between what russia is saying and doing and it has been incredibly powerful. to be able to continue to promote the peaceful development, which is in the interest of everyone, it is important to have the ability to
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do that. so to bring them along, to be able to learn from them, that is so important and i mentioned before the integration of this into our exercises, we have seen a powerful impact, multilevel exercises to help allies urges growing, space capability, understanding the sharing agreements and now we have over 120 of those. so worldwide coverage in terms of space situational sharing agreements, which helps out everyone, but it allows that nation to be able to build the space program and then we integrate and we further stick together with their capabilities. so we have been bringing that into the headquarters, just like any other command, bringing that into our component and again we will bring you allies and systems, the space systems architecture to make sure that we can secure that peaceful development that is so critical to global economics and peaceful
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development. >> i've got one more and it is an interesting one before we shift gears and take questions from the audience. but the director of national intelligence recently announced that his agency is considering becoming a member of u.s. intel community. what are some of the potential implications and can you elaborate a bit on that. >> i think it goes back to that supportive relationship, building up the holistic nature of the domain, and that is the intelligence component that is key to that. so to have this and then also the space command recognized as part of the community is a key, because we rely upon what they do and they rely upon what we do. so be able to join their community of interest, just like we are having them join our
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headquarters is really important and that allows for the development as well and because that attracts better talent because we're trying to stay ahead. that foundational intel is really important, but what we are really interested in is the operational intel so that we can understand how to react and how to compete every day as well as how to deter and to defend. ultimately how to defeat as well. so being a part of that community will allow us to leverage that mosaic, if you will, of this multilateralism so we can stitch together not only space capabilities but also the requirements and to be able to see the entire machine as we compete with multidimensional situations.
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so we are very excited about that, we have arteries seen a tactical level advantage of that inside the headquarters and we're starting to see the very strategic and organizational advantages, as i have said. i have seen them involved in a battle of events every day and i see the benefit of those relationships. so i think that that is a key component and we are very excited about that. >> very good. we have now come to the end of this segment of our discussion, as i mentioned, general leonard, thank you so much for your insightful comments and sharing your valuable perspective. i would also like to thank the listeners are tuning in to all of our programs this year and then i'm grateful to all of you and our speakers for helping to keep this alive.
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and also the sponsors and donors that made our video series possible. and that includes our nuclear deterrent series. i would also like to do something a little bit different, which is to give a shout out to the institute that may be here and that includes daniel rice, chris olson and peter, you guys all did a great job. >> we are now going to open up the discussion to the audience. so when i call on you, please announce who you are and what your organization is then we will turn first over to teresa.
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>> thank you for doing this. my question is about how this balance is when it comes to requirements for resiliency of the current systems, legacy systems and the capabilities. valentin requirements for new things as look at future missions and need to consider what is happening, how are you looking at that balance, and can you talk about how you make those decisions? >> i will tell you that really everything comes back to change more rapid than your enemies. if you can do that, hopefully you don't have to do that, and
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so we look at everything inside the idea that we need to be able to understand, we need to be able to decide and act quicker than the adversary, at the same time we need to be able to slow down the adversary capability to understand this. so we look at capabilities that have enabled that. our first requirement of priority, if you will, from our commander, and then command and control which is the site peace, and developing the capabilities that will allow us to act responsibly is the third piece, if you will. and so that is kind of our strategic look at how we determine those priorities and then over to your point, in terms of how we focus upon the near term, the resiliency and then the long term, i will tell you that we look at resiliency
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from a short and long-term perspective. we think the capability is to be able to stay in the fight, but to be able to keep on operating, it's really important because backed by the joint force and our national authorities and civilian leaders, the opportunity to be able to figure out what is going on and contemplate our response, the more time that we give them, the more resiliency we have an individual systems, also creating a system of systems that allows us to have this also built-in. so we think of resiliency as something that is important and we think of it from a individual sort of thing as well as the wider web that can take a hit in one particular spot but continued to continue along
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multiple paths. and we can't just evolve and stay ahead of competitors may russia and china, we have to be able to take those revolutionary guidelines and we have to be very focused on the thought process the problem-solving work that needs to be redone and then detecting and experimentation to take big leagues. i mentioned that we sort of dedicated ourselves in one of our design choices to have an important split of 80/20, that doesn't mean that we will spend 80% on the now and 20% in the future, but we need to continuously invest in what normal corporations would call research and development. and as you mentioned, that is sort of our new stuff.
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we need to be able to have new things to go where our nation is going. to the moon and to mars and different orbits. and that's very much important thing that we do. and they have to be ready for competition where we continue to be able to provide that security and then also to deter it. we need that capability and we not only put the requirements out there, but we are developing the program requirements, is it going in the right direction?
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is it holding the services accountable with not only producing that requirement, but also connecting to that requirement and they can translate that into an advantage and so i hope that that answers your questions. >> thank you. >> good morning and thank you, dave. i just had a question about the u.s. space command headquarters. [inaudible] when it comes to the army, navy and space force right now? >> thank you and good morning. thank you for the simple western. you know, it's after little bit more complicated than that, but just to answer your specific question, we are authorized in
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terms of headquarters, that doesn't include this, they are little bit bigger than that. but we are looking at how we make that a little bit smaller because we want to be agile and what i call ambidextrous, to be able to pursue not only the here and now, but to build credibility to those that make the revolutionary leaps forward. we are looking at our total strength right now, but we authorize 1397. that is a fairly even breakdown between services that would surprise most folks, particularly as they look at the space force, and there is a lot of confusion and how we relate, but it is a unique relationship. as i mentioned before, as a toy combatant command, we are interested in this. it has also been amazing to see the capabilities in space that the other services bring end to
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teresa's question as we look at new capabilities coming on board in this competition environment, we are looking to leverage the other domain. and to answer your basic question, potentially it is a breakdown between each one of those services with a little bit smaller component just based on the overall size and strength. but we pretty much have a breakdown between each of the services, a share between each of them. >> just to clarify, is that your current -- is that currently what you have and we are building out our headquarters, we are doing what the nation needs us to do. but we need to continue to build out, like i said, whatever that
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is. we are looking at how we can make that a little bit more agile and ambidextrous. >> thank you for doing this. >> i would like to ask about the program and also the space command, the spaceman involvement and that includes the concept in terms of the marines and that includes when the air force said love, and we
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would've thought that the air force would've been first out of the gate on it. >> all right, so be contract, we love the fact that we understand how we do work in the digital age. and we would want our forces, engage in battle, due account of resources and figure out who won and who lost. and so contested logistics is our understanding that we can no longer deploy our forces and stand them up at some sort of protected airfield or base or you name it, and to be able to project reject those forces onto the battlefield, whatever that is. we will be competed with.
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we will be in conflict from the second that we think of deploying forces. so that is at home, it could be everything from cyberattacks. but for us deploying theaters from a globe global production standpoint will be contested everyone in the way. but from a space command perspective, we look at the fact that between us and cyber, as well as special operations and if our capability continues to be global, a how to we project that power each and every day? how do we understand what the adversary is doing so that we can warn them, so that we can understand that they are heading in a certain direction. so we can call them out, so that we can set up forces to be able to fight and win without having
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to deploy someone into an there and how we fight from a global perspective or from home. how do we fight from space and we are very excited for the thinking that is going on, in many ways it is it is a joint concept, and there is more work to be done, more concepts for competitions in what we would really like to see it integrates competition, contingency and conflict into a complete concept that would allow us to operate without being tied into this. the other piece that is
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important to us is that we really understand that we need to set the battle space ahead of conflict, if you will. so it is important for us to be able to operate at speed and with the ability to not only compete, but to set the battle space. we are very excited about that. and then in terms of contested logistics, our cooperation and not is that we try logistics together although we don't necessarily move stuff. we tie all of that together, whether that is decision, navigation and timing, but into the future we need to think about logistics and space. so that lift capability, the reusability capability, rapid launch under punishment and then what happens if we have a colony on mars in an outpost that we are responsible for, as we think
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through the variance and logistics, that becomes important as well. and then you asked about the marines. i'm very excited to have them as a component to our headquarters, and the air force, i would not say there has been a delay. really the air force component the story, they called it the space force component, and they had to go back and then think through what does the contribution from the air force from his supporting perspective look like. very similar to when we pull them out of the army and the army understanding how they would do aviation at their level and aviation at their level. that takes a lot of time and work. the air force is working diligently on that, we are very excited about some of the options that we see. thank you.
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>> from our chat room, a very good question from victoria. how do you advocate and gain funding for enterprise-level requirements when the programs fund at the system level. >> thank you for that question, victoria. when it comes to really emphasize what is important for us, we talked about this earlier in the we talked about resiliency and i will tell you the system level as the old way to look at things, not that the system is important, but how that system taps into the awareness and the command and control capabilities or how it has to be integrated across the
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entire web and how we want to take a look at it. so really we start by demanding that requirement process. that's one of the ways that it is one of the unique and wonderful combatant command and inside of the awareness and inside the command and control requirements that we produce and are now communicating to each one of the services for we have a requirement to be part of a larger web. so that is how we put our thumb on the scale, if you will, and it is a pretty heavy thumb. but i will tell you that we are not meeting resistance in that area, i think there is a huge recognition, but those systems need to be able to connect and we actually need to exhibit at first from connectivity and web perspective than an individual systems perspective.
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so how do we build systems that best fit into a multidimensional domain and resilient architecture that can help us understand and decide and act. that is how we do it. we put our foot down and say we have to do this, because if we do not, we will not be able to make those revolutionary leaps and operate in this way. >> well, that is a great answer. it is also one that fits us, so we have come to the end of our foreign. a big thanks to you for your insights, also for your thoughtful answers. to you and all of the audience, from all of us here at the mitchell institute, i wish you a great set of holidays and for 2021. take care. >> thank you.
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think they have 22 wireless hotspots for students to connect, connecting up to five devices and i think that there has been innovation across the board, how they send other program, but also how they are connecting duden with usb and hotspots and they are finding a way to make it work. >> tonight at 8:00 p.m. eastern on the communicators on c-span2. >> now, and it landed council forum. discussing global relations and how the u.s. can work with allies to confront and partner with china on various former policy challenges. >> good evening


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