and must compete in a disadvantaged environment in fiscal
year 2015 and fiscal year 2016. The general adds that the Air
Force has done some work to fold in these efforts as a program of record in fiscal year 2017, which would help in the
competition for funding.
He points out the funding strategy is joint, which involves
all of the services. All must meet their commitments, he
In the future, Air Force information technology must feature a balance between agility and affordability, and private
sector solutions will play a big role. Areas such as commercial cloud computing services and commercial data center
consolidation will offer significant efficiencies, Gen. Bender
points out. Other commercial information technologies
the Air Force will exploit include mobile capabilities, smart
devices and big data analytics, he says.
On the high end of cyber, a convergence of operations,
intelligence and information technology works for operational aspects. A partnership among the A- 2, the A- 3 and
the A- 6 at the air staff level focuses on developing and opera-tionalizing cyberweapons of the future, the general reports.
This partnership does not portend a major reorganization
of these Air Force elements, as did happen in the Navy. Gen.
Bender offers that he sees no such reorganization for the
near term, but the long-term future may hold the potential
for an Air Force information command combining cyber
and intelligence. He does not foresee this taking place for
at least a decade, he says. “Everybody has reorganization
fatigue for the time being.”
The F-35A Lightning II multirole fighter aircraft also will be a
sensor platform in the air. Future networking architectures such
as the Joint Information Environment will need to take into
account the aircraft’s versatility as a network node.
contact: Robert K. Ackerman, firstname.lastname@example.org
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