5 Each of the functions, which is aligned with the Joint Capability Areas and Functional Capability Boards, allows for effective assessment and investment decisions by policymakers. These functions represent groups of related activities that provide commanders and staff with the ability to synchronize and execute military operations. This article explores the most likely impacts of AI/AS on each of seven joint functions: command and control (C2), intelligence, fires, movement and maneuver, protection, sustainment, and information. It requires changes in the way we organize and employ forces.” 4 Neither is modernization defined solely by hardware. thereby enabling them to envision a set of desired future conditions that represent the operation’s end state.” 3Įmbracing similar new approaches and techniques in the AI/AS space is in keeping with advice offered by Rear Admiral Andrew Loiselle, the deputy director for Future Joint Force Development on the Joint Staff J7, who stated, the joint force “cannot expect success fighting tomorrow’s conflicts with yesterday’s weapons and equipment. 2 With knowledge management, the Army sought to “help commanders drive the operations process through enhanced understanding and visualization. This increase of specialized staffing is similar to the approach that the Army took in 2003 at the brigade level with the creation of knowledge management as a distinct discipline and staff function. 1 To address this shortcoming, joint manning documents across the force should add an AI/AS cell made up of officers, warrant officers, and senior noncommissioned officers in order to effectively incorporate technological best practices across the seven joint functions. Although the 2018 National Defense Strategy emphasizes technological innovation as well as the way it will change the overall character of war, the joint force is not adequately positioned to share best practices and lessons learned among key players in the artificial intelligence/autonomous systems (AI/AS) space.
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