WASHINGTON, D.C. In the cyber domain of 2025, the ability of military formations to operate offensively and defensively will be a core mission set, and commanders will maneuver the capability much as they maneuver ground forces today, the commander of U.S. Cyber Command said last week.
Navy Adm. Michael S. Rogers, Cybercom commander and director of the National Security Agency, was the keynote speaker at a June 12 meeting in Washington at a cyber seminar hosted by the Association of the U.S. Armys Institute of Land Warfare.
The theme was Army Networks and Cybersecurity in 2025.
In the world of 2025, I believe the ability of Army formations to operate within the cyber domain, offensively and defensively, will be a core mission set for the U.S. Army and its operational forces, Rogers told the audience. The Cybercom commander said that by 2025 the military services will have ingrained into their culture the reality that networks and cyber are a commanders business.
The admiral, who most recently served as commander of the U.S. Fleet Cyber Command and the U.S. 10th Fleet, said this has been a major cultural challenge in the Navy.
In the year 2025, I believe ... Army commanders will maneuver offensive and defensive capability much today as they maneuver ground forces, Rogers said, adding that command and control, key terrain, commanders intent, synchronization with the broader commanders intent, and a broader commanders operational concept of operations will be cornerstones of Army cyber operations by then.
Between now and 2025, Rogers said, a primary challenge will be integrating cyber and its defensive and offensive capabilities into a broader operational construct that enables commanders to apply another broader set of tools in achieving their operational missions.
When he thinks about how Cybercom and the services will get to 2025, Rogers said, he tries to keep three points in mind.
The first, he said, is that cyber is operations. Commanders must own the cyber mission set, the admiral said, integrating it into the operational vision and becoming knowledgeable about the broad capabilities of a unit, formation or organization and its potential vulnerabilities.
I think its going to be foundational to the warfighting construct of the future, Rogers said, adding that the challenge is as much cultural as technical.
To make this work, in the end, its about our ability to synchronize the capabilities of a team, he said, from our junior-most individuals to our senior-most individuals, from capabilities resident within (the services) and as a department, to the (external) partnerships were going to have to form.
The second point Rogers said he keeps in mind is that requirements of the future include a joint-network backbone for all of the Defense Department.
I never understood why Army, Navy, Air Force, Marine Corps and, arguably, our Coast Guard teammates ... were spending a lot of time and money (to independently) create, maintain, build and operate a global communications backbone, Rogers said. The third point, Rogers said, is that people and partnerships are key.
Dont ever forget that, in the end, (operationalizing cyberspace by 2025) is all about people and partnerships, the admiral said.
The partnership piece is a key area, he added, because we, the Department of Defense, are not that cutting edge when it comes to networks, (communications) or information technology.
We are a user of technology that is largely generated by individuals and organizations that reside outside the DOD. I dont see that trend changing between now and 2025, he said.
As Cybercom commander and operational commander for the cyberspace mission set, the admiral said, focusing on command priorities will help military commanders build the joint force for 2025.
Addressing the departments ability to compete on the open market for exceptional cyber talent, Rogers said, cyber is no different from any other DOD mission in terms of going after talented individuals.
If the view is that pay is the primary criteria to get people with cyber expertise to join the department, I dont think thats going to work for us, he added. Well compete because of what makes us different. We will appeal to men and women who have an ethos of service (and) who believe in the idea of being part of something bigger than themselves.