C4 Marine Brig. Gen. Kevin J. Nally - KMI Media Group

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and services with these characteristics facilitate collaboration, coordinated actions and instant or near real time access to mission critical data, information and knowledge. To evolve the Corps into a knowledge-based force that achieves decision and execution superiority in traditional war fighting domains, cyberspace, and business mission areas, investments in core enterprise components are crucial. Investments for the MCEN and associated technologies will focus on more effectively delivering, displaying, and managing data, information, and knowledge across the enterprise. Furthermore, investments will emphasize better ways for rapidly infusing emerging technologies that enhance command and control, extend the reach of forward deployed forces, and improve organizational and tactical agility. Investments will be planned from the perspective of ensuring bandwidth limited Marines and mission partners have improved access to mission critical data, information and knowledge, wherever and whenever needed, and in an understandable format. Enterprise investments will also focus on work force education, training and professionalization programs. Such initiatives will be designed to ensure Marines, civilian Marines, and support contractors know how to use improved enterprise governance tools, policies and technological capabilities to create advantage in a dynamic strategic landscape. Much of this depends on improving reachback support to our forward deployed and bandwidth limited Marines and mission 24 | MIT 15.1 partners. As I emphasized earlier, we must invest in every form of transport infrastructure to deliver a “plug and play” capability that facilitates mobile, seamless and secure communications. Q: What is your role as deputy CIO of the Department of the Navy? How do you find a balance between the Corps’ unique needs and the overall C4 strategy of the DON? A: The commandant of the Marine Corps and the DoN CIO have tasked me as the director C4/DDCIO [MC] to provide IT capital planning and portfolio management, to develop and manage an IM/IT architecture and work force, and to provide leadership and governance of IM/IT activities for the Marine Corps. In this role, I have the flexibility to make IT management and investment decisions specific to the Marine Corps to ensure that our unique warfighting, business, and worldwide enterprise and expeditionary infrastructure requirements and capabilities are met. It is also incumbent upon me to ensure that we are interoperable and integrated with joint, coalition and naval IT. Terry Halverson, the DoN CIO, has brought our three teams—the DoN CIO, C4 and N2/N6—together to ensure we are all aligned. I oversee all strategy, planning, directing and coordinating of IT capabilities that support Marine Corps war fighting and business functions, and the N2/N6 performs the same role for the Navy. Together, I think we do a very good job of balancing the war fighting IT strategies. Additionally, we need to work with the DoN CIO to similarly align the post-Navy Marine Corps Intranet strategies in the Next Generation Enterprise Network and Naval Networking Environment [NNE] construct to ensure that the unique supporting establishment requirements are both effective and efficient. We are looking at where we can combine efforts where it makes sense, to be more operationally effective. Recently we actively collaborated with the DoN CIO in the development of the current draft NNE base strategy document. We are ensuring our service requirements are met by NNE objectives and similarly are leveraging NNE objectives to shape our service requirements. Q: What lessons from your experiences in Operation Desert Storm and Operation Iraqi Freedom [OIF] are uppermost in your mind as you approach your current position? A: The information sharing requirements for these two distinct forms of warfare are vastly different, but the communications means and methods are very similar. We therefore need to think holistically about how our networks are going to be used in various operational contexts to ensure we field appropriate and flexible capabilities. For highly kinetic conventional operations such as Desert Storm or OIF I, we must provide a robust and highly mobile network that provides real-time, or near realtime sensor to shooter information. For today’s operations in Afghanistan, we must provide network capabilities that supports both traditional kinetic operations and also facilitates dynamic collaboration, information sharing and coordinated actions among a wide range of mission partners across vast geographical spaces. The key lesson is the importance of sound strategic assessments and planning to help us understand the true scope of communications requirements. O www.MIT-kmi.com
Encryption at the Edge For developers of encryption technology, information assurance (IA) at the tactical edge is where the greatest challenges arise. During field operations, the demand for information is arguably at its most pressing, with operators demanding access to the latest intelligence about a time-sensitive target. At the same time, however, the information being transmitted is most vulnerable to interception, and the devices carried by warfighters for hosting and www.MIT-kmi.com the Challenges of taCtICal InformatIon assuranCe are sPurrIng raPId develoPment of new teChnology. By adam Baddeley mIt CorresPondent Baddeleya@kmImedIagrouP.Com communicating that information, together with the technology that makes it possible, are at their most vulnerable to loss and capture. In response to this basic dilemma of tactical IA and encryption—speed and access versus increased exposure and risk—major military communications companies are developing a host of new products. Following is a roundup of some of the many offerings in this field. network aPProaCh ITT has been out of the IA device business for some time, but that is now changing with the advent of the company’s new IA project, the name of which has not been publicly disclosed. This approaches the security challenge from a different perspective than Department of Defense legacy encryption products, company executives say, because rather than looking at the MIT 15.1 | 25
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C4 Marine Brig. Gen. Kevin J. Nally - KMI Media Group

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