tv Joint Chiefs of Staff Vice Chair Discusses Defense Technology CSPAN July 26, 2021 8:59am-10:14am EDT
competitive in the u.s. ina: to be clear, jobs are changing. it is not so much necessarily -- a lot of the debate is our job going away, our jobs being created. my sense is that the answer is yes automation is changing the jobs and what once existed won't exist. my sense is that the key to long-term job creation is making sure we are ready for the jobs of the future. how ready would you say the u.s. is a globally competitive its competitors? not -- compared to its competitors? carolyn: it is hard to say. i agree read the that it is not about replacing jobs, it is about changing jobs. i was talking to an employee before covid lock everything down -- a 30-year employee told me he learned more in the last five years than in the previous 25 because of the new technology, the automation.
you have workers who were able to stay longer. manufacturing because of automati -- >> we're going to leave the last few minutes of this record it. you can finish watching g firstname.lastname@example.org. we go now to hear from joint chiefs of staff vice chairman general john hyten. he and others will discuss defense technology at an event hosted by the emerging technology institute. live coverage here on c-span2. .. >> chapters, 30ndi chapters. 20 women in defense chapters, our 27 divisions, 1,600
corporate companies that are members spread across some 3,500 facilities across our nation, as well as our considerable expertise in promoting constructive dialog between government and the private sector to create and support the emerging technologies institute. as an independent affiliate of ndia, will promote the technological advances most essential to our country's economic and competitor needs and success and these same tech followings will be fundamental to any future conflict, both from a deterrence, as well as a war-fighting standpoint. just like ndi's leaders saw the need over 100 years ago when ndi was founded to change the direction of the role of the private sector and the government, we, the leaders of ndi today see a compelling need
again to shift that direction. i want to personally thank the vice-chairman of the joints chiefs of staff hyten for underscoring the importance to our military's future. somebody in 1986 to focus on requirements and technology issues and others, i know that senator barry goldwater then chairman of that committee would be thrilled to see general hyten in this role. and my boss, senator sam nunn, the ranking member at the time would consider general hyten what the two officers envisioned when that position was created. we want to offer our congratulations to heidi shue and we look forward working with her and her team and a warm welcome and thank you to
our advisory board members here as well. the honorable max thornberry, chairman of the house armed services committee and you'll have a more fulsome introduction later in the program and the honorable former secretary for defense for acquisition and sustainment. when covid was hitting its peak and states around the nation were shutting down industries and having an impact on our defense industrial base, they led from the front with her colleague and deputy al schaeffer and, for example, i'll give you one small example of a small company a member that got in touch with us and we got in touch with ellen and they were being told in a western state they'd have to shut down their company and they produced a small, but essential element of the nuclear deterrent and they got on the phone with the safety leaders and made sure our companies and leaders go to work. and we had that on the phone
with ellen's team al, harrington, the industrial policy folks day-to-day and this is the kind of government industry relationship that's really important then, it's important now and it will be very important as we deal with emerging technologies, so, thank the team for all of that. and we also have paul madeira and when we were members of that board, mitch daniels, the president of purdue university could not be with us today, but continues as a champion in his field and we're hosting our second annual hypersonics conference with purdue and notre dame in the coming weeks and these two universities and the state of indiana have taken a fabulous direction in this hypersonic era. and we have distinguished guest, the 19 chief of staff of the air forcen now head of the institute for analysis if not
the premier analytical al schaeffer in our country. and i've mentioned lieutenant general, the executive doctor at texas a & m and we had a dasi2 conference with ndia. the head of draper labs, former member of our board. victoria coleman the chief scientists of the air force, welcome, and the joint hyper transition office in the department of defense. it's great to see so many of our executive committee board members and leaders this morning. as noted we're streaming for a contingent of the membership and program will be on-line afterward. it's my pleasure to call up from ndi hawk. hey, i appreciate it and i want to thank everyone for being
here and lend my welcome as well. it's great to have many of my battle buddies from my 39 years in the air force, general swartz, my former boss and the 19th chief of staff, obd, roberson, and my alum, air staff alum together and great to have you here, it's appreciate it and welcome, everyone, the streaming audience as well. and last night at ndia. you'll hear us refer to it as eti for short. that's what we call the institute and an opportunity to stand it up. and i also want to add my congratulations to heidi shue confirmed as undersecretary for defense for research and earning nearing, it's great to have her here in that position and look forward to working with her and the department moving forward. it's my distinct honor to
introduce the keynote speaker, general hyten. general hyten and i have known each other a very, very, very long time. [laughter] >> we grew up in the air force together and sat through meetings and conferences, than you can imagine. the challenge was as you can see my vertical is a little less. he couldn't see around him and half the times i couldn't see around him to see the slides as we moved forward a great friend and a tremendous human being and i will tell you the other thing is, there's no one other than john hiatten that knows better the need for speed when it comes to getting technology in the hands of our young women and men who serve this nation in uniform. he understands that better than anyone, he's a proponent for it. he's driven the department in that direction and that's due to his incredible work. and john has the unique position in the j-roc to be
able to drive that where we need it to go and to move us forward and i will tell you, i'm going to a date myself with that reference, but john is kind of like the old e.f. hutton commercial and it's when john hiatt hyten speaks, everybody listens. help me welcome a great friend. general john hyten. [applause]. >> good morning, everybody. it's great to see so many friendly faces this morning, it's great to see any face. [laughter] >> when i became the vice-chairman in late 2019 i never expected i would spend almost all of my time for literally six months doing nothing, but focused on covid to try to get us somewhere out of that, working with deputy norquist and now deputy hicks trying to get the department to
move, get the country to move. and we started to move. and the work that was done with the vaccine. if you want to see what this country can do if you have to go fast, just look at the vaccine and i tell you what, dr. saalwi and general perna don't get enough credit in moving forward the vaccine. a lot of people don't realize that we wrote checks, taxpayer checks for almost $4 billion in mid summer last year to buy 100 million doses of moderna. 100 million doses of pfizer and we did that before they even started the phase three clinical trials. can you imagine congressman thornberry what the hearings would have been like if they didn't work? [laughter] >> holy cow, but they did and they do, and because of that, we have an opportunity to get out of it.
and so i always take an opportunity just to -- it's voluntary, i love living in a free country where people get to make their own decisions. i made my decision to take the vaccine and i'd encourage you to do the same thing and makes life a whole lot better. so, as i sat down this morning at the table in front of me was this book that the eti just published. and it just struck me as i, you know, i prepared my remarks this weekend, the line, two things are on this, number one, modernization quandary and number two the emerging technologies institute that published that and it got me thinking, how the heck did we get to point where modernization is a quandary. how do we get to the point where we need emergency technologies institute? that was, when i joined the air force, yes, it was a long, long time ago, and people our age
talk, always have a number of numbers one is that it was always better back in the day. but holy cow, when i joined the air force, the air force was about modernization, it was about technology, that's what we lived at, that's what we did and we took technology and we turned it into operational capabilities fast. when they didn't work we threw it away and went another direction and we did that quickly without repercussions or anything because we knew that the goal was to defeat the soviet union. that was the goal and everybody was on board with that and we knew we had to go fast in order to do that. well for the last 20 years we've had our eyes and bodies focused on the middle east. our eyes have started to move. our eyes have moved again to the great powers of china and russia, our body is slowly moving, shoal slowly moving. but our eyes are focused on
the-- our sons and daughters are in harm's way and nonetheless the great concerns are the great powers of china and russia, china in particular, so we have to move again and we have to move again quickly. and when i came in 2019 to be the vice-chairman i sat down with general milley the chairman and if you look at our backgrounds, you can't have any more different background than two hours that serve now as the chairman and vice-chairman. general milley was ranger, and i'm air, cyber, as our great hero is george marshall, general milley and i. and we would try to unup marshall stories, if he was
here i would have to tell the stories. my wife went down to the milley's office and they break out the everyday china and it's our everyday china pattern in the 1980's, and look at the book sales, and we sat down, what are the priorities? they align. the chairman has focus on the middle east and i have cyber and came up with a good plan and three months in just leak all plans they failed when in contact with the enemy and the three priorities that i came up with with the chairman have been my priorities since the beginning. priority number one is to make sure i provide that the best best military advice i can to the secretary and president whenever asked. make sure i provide that to the congress whenever asked, but to make the chairman and secretary
of defense successful in everything they do, that's my number one job, to make sure that that happens. my number two and number three priorities were my priorities and they were to institute speed once again in everything that we do in this department. everything that i touch and one of the interesting things about being vice-chairman of the joint chiefs of staff the deputy secretary and i we sit on every panel, we're at the head of the table in every department. a good thing you get to know the deputy pretty well and she gets to know me, and we can move things, but holy cow we've become bureaucratic in everything we've done the last 20 years. it was okay to put significant checks in the system to make sure nobody made a mistake, that we never moved forward unless we knew exactly what
happened. that we tested, tested, tested again before we feel there was no risk in the system. we did everything possible to remove risk from the system. we took authorities from the field and put it into committees in the pentagon and then the committees in the pentagon report to congress and the congress had committees to overlook the committees overlooking the field to make sure that we never made a mistake. and that's okay when you don't have a threat staring you in the face. so right now, we have significant threats staring us in the face and china in particular, i hope their competitors for the rest of my life and the rest of my children's lives and the rest of my grandchildren's lives, i hope they're competitors and we compete in the world stage and that would be good, but right now, they're building a military, a military capability that's enormous and they're building new capabilities, new capabilities in nuclear. new capabilities in space, in missiles, hypersonic missiles, many new capabilities in cyber doing all this have to
challenge the united states and we have to figure out how to respond to that not just with the what, but with the speed necessary to stay ahead of any competitor we have in the world. if you're competing in any race, i would hope that your goal is to win that race. if you're competing with a nation for the future of the world, the goal has to be to have your western way of liberal democracy continue to be the way that we work in the future. that's what we have to do. and in order to do that we have to put speed back in the program. my third priority is to make sure-- the third priority is to make sure i never forget the most important thing about our military and that is that the people that serve. and so i hired a special assistant to look at all of the challenge that we have on people issues from family issues to suicide to sexual
assault and prevention, she's been a spectacular partner, a spectacular element in the department as we look at all of those issues. but for the rest of my remarks today, i'm going to talk about speed, my second priority because that's why the emergency technology rah created to take the technology and transition quickly into our force and again, somehow we forgot how to do that. so there's two things i'll talk about today. number one is the concept we're use to go drive that change and number two, i'll talk to you about the j-roc. to enable the services to go faster. because that's what the jroc is supposed to be do. the and the war concept.
people think that you develop a war fighting concept, something pops ut the other end. it's visionary, it's aspirational, it's what could be, not what is. and it's supposed to drive technology and it's supposed to drive doctrine, and drive new capability. most importantly, it's supposed to drive what could be in the future and that's why we pick 2030, how do we experiment to actually look at those things, then you find out what works and doesn't work and then you choose the future and the capabilities and that's where you change doctrine. and it doesn't result overnight in new doctrine and we actually don't know what works. there are so many things in that joint war fighting concept and most is classified, but there are so many things that are aspirational, i'm not sure they're achievable, but that's
the point. to drive that kind of aspirational goals to figure out if you could do this, you could create a military that nobody in this world could touch, and what that does, it creates the most powerful deterrent message in the world and coming from strategic command, focused on deterrents for the three years i was there, deterrents is the most important job of the united states military is to make sure that we never go to war. we don't want to go to war. nobody that has seen war never wants to go back and see war again. the only way to deter war is george washington, it's julius caesar, everybody back through history is be prepared for war. and to have that capability that nobody will want to challenge and right now, we still have that, but it's a shrinking advantage and it's shrinking fast and china is running the race very quickly, and we have to figure out how to stay ahead. so the joint war fighting concept has morphed.
the first one actually looked like what we've been doing the last 20 years and everybody that war a uniform the last 20 years understands pan if we just do that better we'll actually be able to deal with the threat to the future. and we wrote that down and we played it in a war game in october of last year, and without overstating the issue, it failed miserably. an aggressive red team that had been studying the united states for the last 20 years just ran rings around us. and they knew exactly what we're going to do before we did it and they took advantage of it, and that was the red team on our side, but imagine what our actual competitors have been doing for the last 20 years. probably even more focus, with larger number of people. and so we had to take a step back and we had to take a step back and look broadly, okay, what did we miss? where are we now?
and we took not a quite a clean sheet of paper. and you didn't take a clean sheet if you want to get between here and 2030, but as you build it out the concept we came up with now is referred to expanded maneuver. it's expanded maneuver in space and time. and every area that an an adversary could move you have to figure out how to fill that space in time before they can move. ap and you talk about that in all domains, in all commands, in all elements of warfare and you figure out the adversary is going to try to do that for me. so, how do i aggravate my capabilities in order to provide significant threat, and in any threat environment. we actually have not done that and really for a long time, maybe ever. we always aggravate to fight and aggravate to survive. but in today's world, with
hypersonic missiles, with significant long range fires coming at us from all doe mains, if you're aggravated and everybody knows where you are, you're vulnerable, but you have to aggregate to mass fires. it doesn't have to be a physical aggravation, it can be from multiple domains acting at the same time under a single command structure that allows the fires to come in on anybody and disaggregate to survive. that's a simple, simple thing to say, but that is aspirational and unbelievably difficult to do. so we came up with four, we call them supporting concepts ap the first things we called them was orphans, because nobody cared for them. and then supporting concepts and now called the functional battles. the four functional battles are pretty simple and straightforward. they're contested logistics, when is the last time logistics
of the united states into any part of the world was contested? world war ii probably the last time, really. contested logistics is difficult, really difficult to do and magically you think the fuel, munitions and everything you need shows up in an island in the pandemic and someone is actually trying to deny you the island in the pacific and deny the entire supply chain back to the united states. that's a problem so contested logistics has been a rich conversation and we're changing our entire approach because of it. the second piece is joint fires. and the reason that's an aspirational requirement,en it's a-- i've been criticized for saying this, is because, you know, in the joint war fighting concept, fires come from all doe mains, all services, no restrictions and that's where it comes from.
why? because the fires come from all domains and all services with no restrictions and the adversary can't figure out where they're coming from, that's aspirational and i hope that everybody could see if they do that, they could change on any future battlefield and now you have to figure out what is affordable. what is practical. what can do you? where can you bring it from? who can have it, al of those kind of things that you have to work out and you should never limit yourself as you begin a concept with what you don't think you can do. so fires need to come from everywhere, all domains, all services, kinetic, non-kinetic, and the third element. joint command and control that links everything together and allows a commander or
commanders, more specifically, exactly what's going on and in that joint all domain command and control structure there's a number of different critical enablers. data is probably the most critical enabler of all. the data has to flow everywhere and data has a very interesting dynamic in that discussion as well in terms of aggregation and disaggregation. because as you stand outside the threat raid why us -- radius, the goal is to be fully connected to a combat cloud that has the information you can access anytime and anyplace and with all domain command and control to have the best data and act on that. as you enter the threat vierpt, the access the data is denied. you have to figure out two things, how i operate once again with commission command, things that we learned as young lieutenants, how to operate
with real centralized control, but decentralized execution. when you're disconnected from home and the structure, you have the mission type orders that tell you exactly what you're supposed to do and do that based on the best information that you have and you fight disconnected, but then you have to figure out in the new world how to pop up again and quickly connect to the network, have the information quickly aggregate itself and dive back in the environment and the same thing i was talking about, aggregating to fire, disaggregating to survive. that's the way it's going to be in data and across the board and then the fourth functional battle is the summation of those three elements, really, all in one and it's called information advantage. because if we can do the things i just described, the united states and our allies will have an information advantage over anybody that we possibly face.
and that's where some very significant requirements come in for what you have to do in order to maintain information advantage because if you think about it and congressman thornberry, chairman thornberry for years, the words beat me up come to mind, but that's probably too strong. [laughter] >> tried to educate me on the proper role of the joint requirement council and the proper role what we needed to do in order to effectively build capabilities and so as i looked at this structure and realized what we really need is we need to develop joint interoperability not at the end which is how we've been doing it, the services come to the jroc and build a weapons system because of congress you have to
have n interoperatable kbb. you have to operate with everybody. and it's already built and now integrate with the joint force. how about we try to make it interoperable from the beginning not the end because that's how you end up with fighters that don't talk to each other. how you end up with different capabilities because you're trying to slap it on at the end and not at the beginning. i sat down with the jroc, and we knew this was coming, we have to figure out how to do this, and figure it out how to do it in the jroc and make it do that. everywhere i went i got pushback, but one of the things i do when i start a new job, i actually go read my orders. i would always recommend that somebody taking a new job would read their orders and the orders for me come in policy,
come in chairman's instructions and come in the law. and the interesting thing for me in this area, the law. so congressman thornberry, read that card right there i carry them with me wherever i go. because i got tired of explaining why we're doing this. we try to do this because the law tells me to do. this is u.s. code. title 10, section 181 bravo, i think you helped write and i'll have to put my glasses on to read it. a couple of things that the jroc is supposed to do. i'll just read one. jroc should identify new military capabilities based on concepts of operations. when is the last time you saw the jroc do that. identify new joint military
capabilities. >> we haven't. that's been in the law at noon today, i'll tell them you said hello, and he's probably going to beat me up on this again, all we're trying to do is what the law -- guess what we joined the requirements defined what the services have to do and i published them this month, early july and there are now four joint strategic directives, and they're entitled strategic directive 4, contested logistics, joint fires, all domain command and control and maintain advantage. and to be honest, general swartz, the services the first
six months were fighting the process. i know you're shocked to hear that. [laughter] >> but it was interesting the day the light bulb went off and everybody said, and when the light bulb went off it was easy to see because all of a sudden the services realized, holy cow, if i do that, i don't have to come back to the j-roc to ask mother may i: and then you sit down with ellen lord to write the 5,000 series trying to do the same thing with different software acquisition rules and software has to change and the information advantage, strategic directives how you do software, and now you align with the 5,000 series and the cool part of that joint directive, that will feed the dap, feed the tank and the dmag, the budget process.
and it feeds operations, and it feeds budget and feeds acquisition and guess what i happen to sit on the table of those. i'm to the side of the deputy chairman, i'm to the side of-- and we have to incorporate the speed back in. the goal is to get speed. if you can write the requirements down and do it from the beginning and don't come back and ask mother may i again. just go as fast as you want, that's what you want and what congress intended and what we're trying to do and that's how we have to get there. but we have a challenge because we've created a bureaucracy that doesn't like to move that fast. and it really doesn't. and the only way to defeat that is to knock it down. so we need help from industry, we need help from industry to say, you're getting in our way. we need help from something like the emerging technologies
institute, mark, that actually gets us focused on where we have to go. we need help from congress because congress is going to have to -- and the interesting thing about my congressional engagement the last couple of years, is congress has been one of the most willing partners to actually free up the services to move fast. and we're going to have to do that again. because i tell you, when i was a young captain, the person i wanted to grow up to be was the colonel program director. that's what i wanted to be. the last person in the world i wanted to be was a general because their job sucked. [laughter] >> and that's proven right. [laughter] >> but holy cow, the colonel -- why did i want to be a colonel program director? because they had all the money and all the authority and that's how you go fast, but you have to give them just like you do any soldier in command and control, any soldier on the battlefield, you have to give
them rules of engagement. this is what you can and can't do and you have to give them clear requirements, do this and move fast, if you do that we can enable speed again because the jroc just took a trip, we go to the co-comes. we talk every day, through covid and we talk to the co-coms. in many cases that's not the traditional defense companies, we saw boeing, saw northrup, the big companies, but we also saw little companies and companies in silicon valley that deliver software every day. when i fight to get a software delivery every four years. and the jroc saw that this country still innovates, still has the technology advantage in the world and we're not taking
advantage of it in the department of the defense. we took the trip in april and signed the jroc and new strategic directives in july. we're trying to move and enable the department to move fast. i'm running out of time as our food friend-- good friend frank goran said, four stars have one thing in common we're all circling the drain which means we're about done, and number two, we wish we could go back and start all over again, because, man, it is a great ride. it's a great country, and this country can go fast. it absolutely can go fast, and we've seen it. you see it in the country every day, we have to enable it again in the department of defense and i know that we will. so, thank you very much for the opportunity. i won't thank you for doing this mark, good luck at eti,
and good luck with this whole concept. sadly it's desperately needed and i look forward to your success. now i'll be glad to take some questions. [applause] >> thank you, i know he's graciously agreed to answers some questions. >> there are a couple of microphones in the back. all right. >> i know you and i have talked about this, have we changed our war gaming? have we made it more realistic in your opinion? >> so, the answer is no, but w-of the documents requirements
that the jroc is model and simulation capabilities in all domains. why would the jroc publish a requirement like that? because it's a war fighting requirement. we have a pretty good capability to model air, land and sea, but we can't model air, land, sea, space, cyber. and we can't model the air, land, sea, space, cyber and when we fight and look at a whole campaign, you have to make so many assumptions what's happening in the other domain and that's why you see our competitors spending an enormous amount in cyber and nukes, because we've had advantage in those areas for a long time and if they can make their their advantage then we're in a significant world of hurt. so the--
so i signed a requirements document to the department. we're working closely with not just the folks in a and s and r and e, and guess who else needs a real campaign model that can actually look at all domains cost. the evaluations and programs. their programs are execution tools. they need that as well. it's interesting. the jroc and cape have the same need for actually different reasons, but in summation, those needs are the same thing. how do we look at the entire force and make sure we understand how things play together and turn it quickly and do hundreds and hundreds, maybe millions of runs in the same it takes us to do one war game with 200 people, all smart setup that we learned lessons. you want to learn faster.
>> [inaudible] >> you have to be able to look at force versus force, but kinetic versus non-kinetics. >> and your allies and partners. >> one interesting thing about al list and partners, if you think about the data structure i just defined, we have to address a classification problems. we're way overclassified in most. and i'm working with the secretary of defense and working with the congress as well to normalize that process about you even if we do that, we still have a problem because we'd like to label things, and then even our closest allies can't get onto our basic secret system because of the no
foreign stuff that's on the system. about if you actually build a cloud and tag your data correctly, all it turns into for you, as a young soldier, with your credentials and your biometrics, you can hook in and everything you're allowed to access, you can access in the cloud. you'll be-- that will be done by who you are. so that applies to allies and partners, too, and that kind of construct which we've written t capabilities because they can bring whatever they need into the fight without having a difficult time, large, small, it doesn't matter. whatever you bring we can figure out how to put that in the fight. friends are our biggest advantage, but not being able to take full advantage of friends is just criminal and that was an overstatement. wrong is a better statement. >> how general hyten. this morning across the river
we'll also be hearing from the white house on the end of combat operations in iraq and a shift to the advisory role. in your view is it necessary to kind of end these long-term, large-scale ground military operations that we've been doing the last 20 years in iraq to be able to fully move forward into the necessary innovations that you see? and then secondly if you could talk a little more about the october exercises and what you've learned and how you saw what the adversary was doing to show that the joint war fighting concept as written was a failure? thank you. >> so no concept is exercise is a failure, first of all. i hate the fact that failure has become a bad word. it's a learning process and we have to make sure that we fail and we fail quickly and we learn from our failures and move fast. i don't look at that as a bad thing, i look at that as a good thing. the only bad thing is like dick
mccann said it sakes so long to build up a war game, we ought to be able to learn like that. to go back to the first question, the job. united states military is to defend this nation against all threats. we support and defend the constitution against all enemies, all enemies, foreign and domestic. that's what we swore an oath to, every time we swear that oath. when we look at the threats, we have to be able to be ready to deal with the threats and we've been dealing with a significant threat in the middle east for a long time. that has required significant blood and treasure for us to defend ourselves against that threat and the fact that there's been no large scale attack since 9-11 is a remarkable achievement from the whole of government and on the backs. soldiers, sailors, airmen, marines that have done that work over the years. now, the political decision about when you end that
conflict and the people across the river get to make shahthat-- that decision and the primary risk of the nation, the long-term risk is china. maybe the nearer term risk is russia and we have to make sure that we focus our attention on those. so that means, and you've seen it in afghanistan and seeing it play out in iraq and i'm not going to make any announcements today because that's the job of the folks across the river to make those announcements, but what you can see is an understanding that we have to not ignore the threats in the middle east, but deal with the threats in the middle east in a different way with a smaller footprint so we can divert more of our body on the threats in china and russia. so that's where we're moving there. now, as for the joint war
fighting concept and how it failed, it failed in many different ways. but we provide -- we have basically attempted an information dominant structure where information was ubiquitous to our forces just like it was in the first gulf war, just like it has been for the last 20 years, and just like everybody in the world, including china and russia have watched us do for the last 30 years. that's exactly -- and we see just decided, we'll have to keep fighting with all of that information being fully available. well, what happens if right from the beginning that information is not available? you have a big problem. and that's the big problem that we've faced and it goes back to what mr. mccann just said, you have to be able to understand space and cyber. space and cyber are interesting. they're different, space command and cyber command in
the military, but they fundamentally have the same mission, just work through two different domains. and the mission is to provide information, path ways for information and deny information to adversaries. if you think about what we do in space, it's those three things, what we do in cyber is those three things. we just do them in very different domains and that's why we have two different commands. to do those three things, you have to be able to control those domains and when you can't, you have a significant challenge, so to figure out how to expand the space, how to aggregate your capabilities in order to be lethal, disaggregate in order to survive. those kind of structures were not in the first iteration of the war fighting concept and that's why it failed. so there were a lot of questions in your question, so hopefully i addressed them all. thanks. >> john, we can't thank you enough, we appreciate your time and it was great to hear your
comments and-- [inaudible] . [applause] >> well, general hyten, thank you for your insights and the it dod and the four new concepts that you talked about and i can say for sure because in industry we're focused on this and i think our department is also focused on this with your and other leadership that we need to change the output and performance goals of our department as we look to be better, faster, cheaper than our adversaries, particularly china and we certainly pledge to you to be helpful in that direction. and so, before i introduce mr. thornberry, i want to introduce dr. ross, with ellen lord was in the front office
with mark, the secretary. and brought our leaders in with the secretary to find out what the leaders needed us to do, between ellen and everybody else, a two-way street, a flow of dialog between industry and government and so important as general hyten goes in the future and that's what the current administration certainly needs. it's now my honor and privilege to introduce the honorable mac thornberry from the 13th district of texas and congressman thornberry fasted some of the most consequential and historic ndia's passed. i athis as someone doing this since 1970's, he was helped by bob simmons a member of our committee. and chairman thornberry remains
one of our most respected leaders, and one of our founding eti advisory board members and we want today give him an opportunity to make a few comments. ladies and general, the honorable mac thornberry. [applause] >> thank you, general. and i just want to join in thanking general hyten for being with us today. i don't think there's any question that there is no military leader in our country better suited to help advance these emerging technologies than general hyten is and we're all incredibly fortunate, he is in this job at this time, when we need speed among other things. >> if you think about it, what we have all lived through the
past year and a half, points to how essential this emerging technology institute really is. because in march 2020, the country basically shut down over a virus. i don't know of any evidence that said it was entensionally inflicted upon the world, but what i do know is that there were lots of folks around the world watching to see the effects of that virus, how it affected us, how it affected others and i also know there's a lot of work in biotechnologies that are going on in a whole bunch of places. and just, another example not of less than three months ago, a group based in russia decided to launch a form of cyber attack against a pipeline, resulting in gas and jet fuel
shortages in much of the country. again, lots of folks were watching to see what the effects were of that sort of attack. we could probably go through every one of these emerging technologies and things either have happened or could well happen that would affect our country beyond just bombers, tanks, invasion force, and the kind of traditional military that we have all thought about. adversaries don't have to send those things to attack us anymore. these new technologies present both threats -- excuse me, threats and opportunities and the question is, will our country be able to advance each of them in order to not be at a disadvantage?
there's no question that china has tremendous advantages with their command and control, all of nation approach, with the enormous effort that they are putting, particularly into many of these technologies and frankly, with its lack of moral restraint. and so for us to compete successfully, my opinion is, we need two things, one is we've got to have all the players on the field. and that means obviously government, it means traditional military suppliers, it means nontraditional military suppliers, it means academia. it means the investment community, it means all our players have to be engaged. and the second thing we need is we've got to move at the speed of relevance and, man, i couldn't do discuss that more or better than general hyten just did, but we all know how quickly technology changes, how
quickly events are moving in our world. how quickly decision making can take place in a command and control economy and we have challenges. but from the beginning of our country, industry has been the indispensable partner to our armed forces in defending the country and i would suggest it's truer now and it's truer with these technologies than it's ever been. so using ndia's unique ability to gather all of those resources that general laid out at the beginning to help convene and analyze and educate and recommend and develop partnerships, can help make sure that the united states is where we need to be. the british military historians
based-- wrote in 1944 that military history is filled with the military improvements that have been resisted. between the development of new weapons or new tactics and their adoption there's always been a time lag and that time lag often decided the fate of nations. i think that's true. there's a lot at stake in this whole effort and i have no doubt that the emerging technology institute under dr. lewis' capability leadership will help us to meet those challenges as we all hope and pray that they do. thank you. [applause]. >> chairman thornberry, thank you for those thoughts and for your support of the eti mission. now i want to bring up the person that's responsible for eti. this was his brainchild and vision, a long term friend and
current chairman will be aur inaugural chairman. advisory board. i can unequivocally say that eti would not exist today if it were not for dick's drive and determination to bring this in. and he saw the need early on and he and i, our offices are across the street from each other and we spend many a day with dick mapping out on a napkin. when dick goes and takes you to lunch you don't go anywhere more expensive than the subway. and it's a great privilege to have my personal friend and colleague to ask him speak about his vision at eti going forward. dick. [applause] >> thank you, arnold. it's true about subway. >>.
[laughter] >> this is, i feel like almost a father giving birth here. i should be handing out these cheap cigars from some of the drug stores. but, i have to thank a lot of people for helping to get this started. it's been a team event. it's been an idea of mine for many years. believe it or not, i get a lot of idea from john hyten and john could speak to that the last several years and we're about to open up a center out at air force academy that was john's idea and mine years ago and i'm looking forward to that in a couple of weeks, but i want to thank arnold, hawk, jim, the whole team from ndia. very lucky to landmark lewis and meant to talk about that in a minute. but the other thing is that i was almost surprised, but very pleased with the members that we were able to get to join our
advisory board. of course, we all know about mac thornberry and his background and what he's done for the country and what he continues to do. and ellen lord i've known for several years, our former secretary for acquisition and sustainment. and she was ndia and i succeeded her and brought me into this stuff and former company ceo so she's got quite a background and i'm aware of the companies she worked for and the great job she did there. i have to mention mitch daniels, he's not here, but i don't know how many of you know him, but he's a tremendous individual. he's a great thinker, just a fine person and i'm-- i was actually surprised, i know how busy mitch is, but most of you know, besides the purdue university, and they have not raised tuition in 10 years and hyper sonics, and by
notre dame, mitch daniels was the governor of indiana and also head of the omb the one time some might argue is the second most powerful job in this town and you might disagree with me, chairman thornberry, but it's a very important job. and palma-- paul madeira,'s working out with a great venture capital firm that's done extremely well and a former fighter pilot so we've got some former fighter pilots in the audience today. and finally, arnold, i can't say enough about arnold,'s he's on our board and his foresight and attention to detail and drive really help to lift this organization that we have today. thank you all, you people that are here today, for participating in our institute. i can't say enough good things about the fact that we have a
great advisory board and the perspective they're going to bring not only to government industry, but also academia is something that i as chairman years ago, we had not involved the universities, nor the labs and i think we have built a plan here for the lab and we have others and so we brought them in the defense community because they're a very important part of what we do in defense and will be a very important part. so i'm glad to see, i think we have about 30 universities involved now and hawk, correct me if the number has gone up and a great number of labs involved in the organization. besides the 1600 plus university. i mean, the 1500 plus corporate members that we have and over how many, 60-some thousand individuals. so, in order to get this started, i started talking a couple of years ago, to this bright guy i met at purdue university one day sitting next to me, a guy named mark lewis
and i talked to him about this emerging technology institute and of course, you can see the result of it. he's here today and leading us. now it's a new organization that will provide leadership, bolster public awareness and create independent reliable research about technologies, critical to our nation's economy and national defense. and especially emerging technologies. we're going to provide some leadership outside of the government to bring together government, industry, innovators, academia, investigators and the american public and pursuit of economic integration, defense modernization and techlogical cal primacy. as part of ndia 501 3 c. we're part of this organization. i think it fits well. the modern support of the industrial base.
i don't need to tell all of you, that technologies are evolving at the most rapid pace in our history and we have to adapt to secure our future success. and as has been stated earlier we have strong competition, and most people don't realize i had a lunch with our former defense attache that came back from china and mentioned that the chinese had stolen a lot of our technical data for the f-35 for the latest naval missile. ... sometime in the near future,
the coca-cola candle taste just like coca-cola. it will be half the price of coca-cola around the world. these or other threats we don't even think about in the commercial sector besides the military sector. so i think you know a lot of you know the background of bart. as a set i think we're very lucky to get him. we cornered him for quite a while and when the administration changed otherwise we might not been able to get in but as acting undersecretary of defense, research and engineering former chief scientist of the air force and you might not know this but he was at ida for a while, long enough. but anyway mark, thank you for being our first director and come on up and talk to the folks. thank you. [applause] >> said dick, i do to start a blessing when introduced me as a first director it's like when my
wife introduces b the as her t husband. but thank you. i have my own quandary this morning which is what can i possibly say that would improve on the comments we've already heard for some general hyten, from congressman thornberry? it's a pleasure to be here though and especially an honor and privilege to see so many friends and colleagues in the audience here thank you so much for joining us. this is an exciting endeavor. i'll start by saying i also wish we didn't require an emerging technologies institute. i wish it wasn't needed. i wish these things, i wish the problems that we're planning on tackling we have begun to tackle, were not problems that remain on her plate but we're going to give it our best go to try to address some of these pressing issues. i like my people we are in a race i think is general hyten. i could've pointed out, and it's it's an accident to race, therefore, a race we dare not
lose. to take that off one of our first activities at the emerging technologies institute was a workshop, the modernization of quandary workshop. i want to give lots of credit to my very dear friend and colleague al schaeffer became to us with the idea of starting out by framing this big picture issue, which was how do you address canady introduced emerging technologies? had he addressed modernization with all the constraints and limitations? as out laid out, building up some of the work of mckinsey any american enterprise institute, he pointed out first as general hyten also mention the fall of the soviet union, 9/11, we focused our military. now of course we got the perfect storm of modernization requirements, nuclear modernization replacing submarines, missiles, bombers all at the same time. desired to go to full production
of f-35, expansion of the navy, army development long range fires. we have missile defense agency, investments required for legacy microelectronics and then of course all the the new givef those, artificial, hypersonics chanted by the transition office all these capabilities. of course we saw a budget that was recently released that was an increase, the pentagon budget that was an increase over the previous years budget except when you account for inflation and all those other constraints that actually wound up being a decrease. reconvene the workshop one day workshop and general schwartz lesson i learned is don't just admire the problem. , up with active solutions. we can be -- reconvene the workshop and asked participants to come up with active solutions.
we focus on three areas. one was technology. the other was in process and third was the legislative perspective. when asked our panelist to give us some meaningful directions. technology panel had some interesting comments. one, they focus on relationship between the department of defense on cargoes with the realization everyone seems to recognize a a problem, everyos on the same page and so those are call for better communication between the pentagon frankly and capitol hill and that was a thing that echoed throughout the workshop. specific technological suggestions focus on zero trust, something alison and i worked on significantly when we were all there but taking a dip zero trust out of the siebel and applying it more broadly including across the board and electrum electronics. as general hyten mentioned some of the issues related to data come to expend glimpse of what we can release and that is important everybody get the
universities our best and brightest working on the problems of interest to us. overall, suggestions on standardization of software data structures to maximize the degree to which information to be shared and then we turned over to an acquisition battle and they came up with a number of interesting recommendations. one was a suggestion for overhauling the planning program and budgeting and execution process pointing out it's a process that was developed some years back and, frankly, it's just not agile enough in many ways to address these rapidly changing scenarios. also from the acquisition panel there was a suggestion we focus again on zero trust technologies. as well as digital engineering, as a way to accelerate acquisition processes. that's a theme that echoed comments that came out of our technology panel. finally we turn it over to a legislative panel and they had i
thought some incredibly insightful comments again echoing some of the points of better communication. we bluntly had a leader from capitol hill saying when the pentagon comes to us on year one and says that this is our top requirement, they will stop doing that other thing and they say the next year we change. that's our top requirement. the thing we said last year no longer is top requirement. that inconsistency of message frankly doesn't contribute to our rapid advancement, rapid development. one other insightful comment was we need to collectively together, the department, industry, academia, congress articulate the threat clearly and concisely that our peer competitors such as russia and china are opposing to our national security. getting that message out to the american public so they truly understand the threats we are facing at to go quickly was actually, would be an absolutely essential accomplishment. overall, messages they came from
the workshop at the end of the day was cultural change and those are difficult to enact. eustace at the pentagon when strategy needs culture, culture wins every time. trying to initiate those cultural changes, a change includes when we think about trust, and we handle data, the way we handle intellectual property, changed the way we can indicate within ourselves, across government and outside of government to the public at large. finally being open to constant of both extreme attention at all specs, being willing to fail. not fail as a literacy in some ways. failing in smart ways so we learn from those failures and we move forward. making those right policy changes, those investments we felt collectively would be the things that help ensure americans premises for decades to come. the wrong policies investment risk frankly seating global leadership in the right investment right policy and ultimately right cultural changes will secure a national
defense and our nation for many years to come. so with that i want to again thank you all for joining us today, and i think now we are supposed to be going to the video. >> the american way of war, and more important, americans ability to deter war in the first place depends on technological superiority. today more than ever american military superiority equates with their advanced technology and the many women who utilize it. so we are at risk losing our edge with peer competitors who are investing heavily in a number of critical areas. >> for the first time since the cold war we faced the prospect of having adversaries with superior technologies. as we speak.
competitors are learning from us, innovating and investing heavily in critical technologie technologies. >> emerging technologies institute, eti, is a new organization to ensure the u.s. maintains technological superiority. >> eti will help align and prioritize issues amongst all stakeholders. >> collaboration today means success tomorrow. >> smart investment in these technologies today will transform the experience of the war fighter tomorrow. >> we must equip our men and women with the best, the premier technologies to ensure our national defense in the future. >> we are in a race, and to win this race we need your help. together, we can make sure that the united states military
remains the best, most technologically superior fighting force in the world. >> well, my personal thanks to everybody here today, and i also want to express our appreciation for the support from the ndi and eti teams, leader hawk carlisle, chief operating officer jim boozer, want to thank alexander felt from the peace and rosacea and especially the eti advisory board which will have its inaugural meeting following this event. i certainly appreciate the participation of immediate and c-span, because one of the goals of eti is to educate both leaders in our country, both in the government and an industry and in the private sector as well as the american public about the need to promote and develop these emerging technologies that are essential both for our countries economic
success and the defense determines that general hyten spoke so eloquently about. so thank everybody for being here today. it's a great pleasure to host you all here, and it's also a great privilege to be able to recognize eti on its founding date. thank you very much. [applause] [inaudible conversations] >> everybody can take some breakfast with them. please. >> the u.s. house returns today at noon eastern. legislative work starts at two p.m. tuesday members will take up a seven bill spending package for 2022 which includes funding for labor, hhs, education, energy and transportation. the senate returns today at 3 p.m. eastern to eastern to debate the nomination of tonkin to be assistant attorney general for the environment and natural resources. they will vote at 5:30 5:3. eastern with advice and can't
advance that nomination. negotiations continue on a bipartisan infrastructure bill that could be voted on blade in a week if the deal is reached. watch live coverage of the house on c-span. you can see the senate on c-span2. >> tonight on "the communicators." >> the white house office of scientific and policy under obama and under trump, and now under president biden have all been very strong in the same areas. they believe in the future of artificial intelligence and of self driving come of all these great technologies which are coming down which will make our lives better. as much as was said about the white house, we talk about the president for the people that do policy and get things done? i have to say the last few administrations with a terrific people with a very consistent policy agenda. >> gary shapiro, , president and ceo of the consumer technology association talks about major tech policy including online