Supply Chain Competition and All-Effects Warfare: Achieving Strategic Advantage (Part 2 of 2)

Executive Summary: Our previous article on supply chain competition and warfare explained how political, economic, and security issues unleash and restrain strategies of competitive advantage. China is waging all-effects warfare. Meanwhile, democratic states and the US compete with a self-imposed disadvantage: inferior operating strategy at the strategic level of significance. How can we compete and when necessary, wage superior complex warfare in kind?

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Supply Chain Competition and All-Effects Warfare: Fundamentals of Strategic Advantage (Part 1 of 2)

Executive Summary: In the hands of authoritarian powers, supply chains are systematically weaponized into broad warfare that subsumes democracies’ traditionally narrow military approach. This series analyzes supply chain competition, warfare, and strategy in two parts. Part I discusses fundamentals that set strategic parameters for achieving an “all-effects” advantage: globalization and protectionism; strategies of national security; incentives and risks; and political and technological change. This broad perspective on competition and warfare is necessary to implement the cooperative and confrontational competition prescribed in the US National Security Strategy. Part II identifies decisions and makes recommendations to combine superior “all-effects” using diplomatic, informational, military, economic, and social instruments of power. This integrative perspective is necessary to synergize strategic advantages derived from the US National Defense Strategy and sixteen other national security-related strategies.

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Do We Still Have a Coalition of the Willing? Reinforcing National Security through Dedicated Cultural Training

The U.S. has been working with collation partners for decades to address matters of global and national security. Alongside over 80 partner nations, the U.S. has accomplished milestones in the Global Fight against ISIS, which would not have been possible without such a combined front. Part of these successes are due to the DoD’s shift a decade ago to incorporate partner nations in our military processes to fuse holistic intelligence for decisionmakers through multiple coalition intelligence cells around the world. As the battlespace continues to shift from years of counterinsurgency to face revisionist powers and rogue states, the personnel identified to fill critical positions that interact with coalition members will determine the successes of future conflicts. This essay will describe some recent advances the US Air Force has made toward improving coalition intelligence operations and recommend ways to improve selection and training programs in the future.

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Artificial Intelligence in the Operational Information Environment: The Need for Proactive Doctrine

Joint operations doctrine omits the agency of artificial intelligence (AI) in the operational information environment, which is a problem. This commentary discusses why, and recommends effective changes. Key points are as follows. AI is becoming an autonomous cause of unanticipated effects. Humans are not the most effectively intelligent actors in all environments, yet our doctrine draws lessons from the past rather than anticipating emergent futures. Machines currently excel in experience-based learning and can discover relationships in data that we cannot discern. Humans can intuit, deceive, somewhat control, and manufacture and destroy machines. In time, AI will be able to perform those cognitive, informational and physical functions as well. As out-thought becomes out-fought, we need proactive doctrine now.

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Podcast 8: Multi-Domain Leadership – An Interview with Colonel Doug DeMaio

Col DeMaio discussed a variety of topics to include the origins of the Air Force of MDC2 initiative and current efforts to integrate in the joint community.

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Innovation Madness: Accepting Risk Today to Avoid Defeat Tomorrow

The United States Air Force (USAF) recognizes a need for future innovations as near-peer competitors make rapid advancements in military capabilities. However, the current USAF system does not facilitate keeping up with these competitors. Innovation requires a cultural shift regarding risk acceptability at all levels, starting with leaders. The USAF can facilitate this shift by further addressing regulatory guidance and Professional Military Education programs. Until the USAF as an organization is willing to accept risks and ultimately failures to achieve success, mission impacting innovations will continue to be elusive.

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Is the USAF Effectively Embracing the Challenge of Executing Multi-Domain Operations?

The United States Air Force (USAF) needs to empower lower level leaders and operators to effectively execute Multi-Domain Operations (MDO) in a future conflict with a peer adversary. This requires significant changes in training, doctrine, and culture.

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Command & Control of Tomorrow’s War: Why Decisive Mission Commanders are Key to Multi-Domain Operations

As tactical-level warfare evolves, the emerging security environment will likely drive a level of chaos and friction that has not happened in recent conflicts. To effectively execute MDO in a contested environment, preparing Mission Commanders to act decisively will be essential.

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Leading Distributed Teams: Theory and Practice (Part 2)

Leaders must purposefully plan how they will engage and conduct business within their own distributed organization by defining each team’s

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Is Intentional Sponsorship the Answer to Increasing Air Force Senior Leadership Diversity?

Intentional sponsorship may be a key factor in diversifying Air Force senior leadership. By Caitlin Thorn Approximate reading time: 5

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Reflecting on Air Force Leadership & Diversity – Three Years Later

The Air Force must become more diverse in its highest leadership positions to overcome the challenges of modern warfare.

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Great Captains: the Timeless Lessons of the Artist, the ‘Engineer of the Occasion’ and the Adjudicator

An effective leader accepts, without hesitation, to shoulder the responsibility to decide and accept underlying risks.

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Leaving “America’s Pastime” of Joint Operations for Multidomain: A Sports Analogy

The evolution from joint to multidomain requires a shift toward a more team oriented culture among peer officers.

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OTH VIDEO INTERVIEW: GENE KRANZ

Gene Kranz gives his perspective on leadership and forging a team that can manage significant risk to accomplish difficult tasks.

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