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Presented by Dr. Donovan Wright
June 20, 2024
Defining the DoD Roadmap to
“Digital Supremacy” by
Effectively Adopting
Digital Transformation
Agenda
Bill Gibbs, Host
1. About Capitol Technology University
2. Session Pointers
3. About the Presenter
4. Presentation
5. Q and A
6. Upcoming Webinars
7. Recording, Slides, Certificate
About
Established in 1927, we are one
of the few private Universities in
the U.S. specifically dedicated to
STEM-Based
academic programs. The
University offers degrees at the
Associate, Bachelor, Master, and
Doctoral levels
3
Nonprofit, Private &
Accredited
Capitol is a nonprofit, private accredited university
located in Laurel, Maryland, USA
Capitol Technology University is
accredited by the Commission on
Higher Education of the Middle
States Association of Colleges and
Schools
The University is authorized by the
State of Maryland to confer
Associate’s (A.A.S.), Bachelor’s (B.S.),
Master’s (M.S., M.B.A., M.Ed, M.Res.,
T.M.B.A, M.Phil.), and Doctoral (D.Sc.,
Ph.D., D.B.A., Ed.D.) degrees.
Capitol offers accredited degrees
from the Bachelor’s to Doctoral
levels related to this webinar. For
more information about degrees
and certificates offered in related
areas, visit
CapTechU.edu/fields-of-study
Join us for Master’s and Doctoral
Virtual Information Sessions. Held
monthly. To learn more:
Email: gradadmit@captechu.edu
Phone: 1- 800-950-1992
Session Pointers
• We will answer questions at the conclusion of the presentation. At any time, you
can post a question in the text chat and we will answer as many as we can.
• Microphones and webcams are not activated for participants.
• A link to the recording and to the slides will be sent to all registrants and available
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Demand viewers.
Dr. Donovan Wright
• Adjunct Professor at Capitol
• Data Scientist with Peraton
• Former Senor Cyber and AI consultant at Ft. Meade
• 24-year veteran of the U.S. Army, serving in
cybersecurity, information and communications
• PhD in AI (Capitol); Ed.D. in Instructional Tech and
Distance Education (Nova Southeastern); MS in
Cybersecurity Management and Policy (UMUC)
• www.linkedin.com/in/dr-donovan-wright/
Presented by Dr. Donovan Wright
June 20, 2024
Defining the DoD Roadmap to
“Digital Supremacy” by
Effectively Adopting
Digital Transformation
The term digital transformation is broadly defined as the use of computer-based technologies to improve an
organization's performance. Dismissed as just a buzzword for many years, digital transformation has become
palpable and urgent: Of the companies surveyed in the most recent Digital Vortex study, 88% said digital
disruption will have a major impact on their industries; 41% of those respondents said disruption was
imminent.
Top 10 Digital Transformation Technologies
1. Mobile Technology (5G). Mobile Technology is a fundamental element to drive digital transformation.
2. Internet of Things (IoT ). The Internet of Things (IoT) consists of a large network of connected systems
that can collect and share information without manual input.
3. Robotics. Smart robotics when combined with AI and IoT can drive powerful results in companies.
4. Artificial Intelligence (AI). Artificial intelligence refers to the ability of computers to simulate
what people think and do in the real world.
5. Augmented Reality. Simply explained, augmented reality (AR) is a virtual augmentation of the physical
world by adding digital elements, sounds, and other sensory stimuli.
6. Big Data and Real-Time Analytics. Big data analytics is an imperative digital technology that decodes
complex data to reveal important information.
7. Digital Twin. Digital Twin creates a virtual clone of a process or a service using 3D modeling. It is
used to replicate processes that collect data from simulations to predict their performances.
8. API-Based Integrations. Application Programming Interface (API) integration is a powerful technology
that is used by nearly all digital transformation platforms. API is a software intermediary that allows two
applications to talk to each other, It connects two or more systems through their APIs to allow a seamless
data exchange between them.
9. Robotic Process Automation (RPA. Robotic Process Automation (RPA) is the newest technology that uses
bots, AI, and chatbots to automate manual tasks. It provides organizations with streamlined workflows,
optimized outcomes, fewer errors, and robust system management to drive digital transformation.
10. Cloud-Based Technology. Cloud is an inevitable component in digital transformation that provides
flexibility, scalability, and agility to organizations. Traditional storage and services aren't adequate
for handling large amounts of data cost-effectively and securely.
I Will Add one More Satellite Internet Connection (Starlink e.g., Ukraine)
9
The BLUF!!!
 The Root Cause of key barriers to accelerating the adoption of Digital Transformation (Enterprise “Technology)is
centered around on People, Process, Technology, & Data (PPTD) Framework. The introduction of the data and big data
as a key asset and decision enabler for organizations, has created the need for modification to the “People,
Process, Technology” (PPT) Framework. The need to address Data as to the Framework due to its known importance has
driven the author to address the new Framework as defined below in Figure 1. The new People, Process, Technology, &
Data (PPTD) Framework 2023, serves to address the adoption of implementation of digital transformation
technologies, for example Cloud, Artificial Intelligence (AI), Digital Twin, Big Data, 5G, Quantum Computing,
Robotics, Automations, Autonomy, Augmented reality, Advanced Analytics, Application Programming Interface (API),
Internet of Things (IoT), Blockchain, and Mobile to name a few.
People, Process, Technology & Data (PPTD) Framework:
The BLUF!!!
3
11
12
https://www.umgc.edu/blog/starlink-russia
13
National Defense Strategy Priorities:
DoD CIO Priorities:
 Cybersecurity
 Artificial Intelligence (AI)
 Cloud
 Command, Control and Communications (C3) Digital
Modernization Goals:
 Innovate for Competitive Advantage
 Optimize for Efficiencies and Improved Capability
 Evolve Cybersecurity for an Agile and Resilient
Defense Posture
 Cultivate Talent for a Ready Digital Workforce
14
DoD Digital Modernization Strategy:
SHOULD THE DoD
HAVE A DIGITAL
TRANSFORMATION
(DX)STRATEGY?????
15
Does DoD Need A Digital Transformation Strategy:
8
9
Strategic Objectives DoD will continue to rely on its ability to process and disseminate information for
military operations, intelligence collection, and related activities. To ensure this, the Department must
address the unique mission requirements through a multi-cloud, multi-vendor strategy that incorporates a
General-Purpose cloud and Fit For Purpose clouds (reference Appendix A). To this end, this strategy will
design objectives around solving these strategic challenges:
 Enable Exponential Growth
 Scale for the Episodic Nature of the DoD Mission
 Proactively Address Cyber Challenges
 Enable AI and Data Transparency
 Extend Tactical Support for the Warfighter at the Edge
 Take Advantage of Resiliency in the Cloud
 Drive IT Reform at DoD
DoD Cloud Strategy:
10
11
There are many other examples of XaaS, such as the following:
Authentication as a service, or AaaS, uses cloud services for identity and access management.
Containers as a service, or CaaS, enables the deployment and management of containers using
container-based virtualization.
Database as a service, or DBaaS, provides access to database platforms through the cloud. Public
cloud providers like AWS and Azure have DBaaS offerings.
Device as a service, or DaaS, is when a third-party vendor offers PCs, smartphones and other mobile
computing devices as a paid service.
Disaster recovery as a service, or DRaaS, enables cloud providers to help organizations regain
functionality after a disaster.
Function as a service, or FaaS, enables cloud customers to develop applications, deploy
functionalities and only be charged when the functionality executes.
Malware as a service, or MaaS, is a type of security SaaS delivered over the public cloud to help
organizations guard against ransomware and distributed denial-of-service VMware AppDefense is an
example of MaaS.
Network as a service, or NaaS, is hosted network infrastructure provided by a third party.
Storage as a service, or STaaS, provides application, data and backup storage systems in the cloud.
Unified communications as a service, or UCaaS, is hosted software that supports synchronous and
asynchronous communication from any device. UCaaS facilitates team collaboration.
12
https://www.defense.gov/News/Releases/Release/Article/3523199/dod-releases-2023-cyber-strategy-summary/ 13
DoD Cyber Strategy:
In order to address current and future cyber threats, the Department will pursue four (4) complementary
lines of effort:
1. Defend the Nation. The Department will campaign in and through cyberspace to generate insights about
cyber threats. We will defend forward, disrupting and degrading malicious cyber actors' capabilities
and supporting ecosystems. The Department will work with its interagency partners to leverage available
authorities to enable the defense of U.S. critical infrastructure and counter threats to military
readiness.
2. Prepare to Fight and Win the Nation's Wars. The Department will campaign in and through cyberspace to
advance Joint Force objectives. We will ensure the cybersecurity of the Department of Defense
Information Network (DODIN) and conduct defensive cyberspace operations in order to protect it. The
Department will enhance the cyber resilience of the Joint Force and ensure its ability to fight in and
through contested and congested cyberspace. We will utilize the unique characteristics of cyberspace to
meet the Joint Force's requirements and generate asymmetric advantages
3. Protect the Cyber Domain with Allies and Partners. Our global Allies and partners represent a
foundational strategic advantage for the United States. We will build the capacity and capability of
U.S. Allies and partners in cyberspace and expand avenues of potential cyber cooperation. We will
continue hunt forward operations and other bilateral technical collaboration, working with Allies and
partners to illuminate malicious cyber activity on their networks. We will reinforce responsible state
behavior by encouraging adherence to international law and internationally recognized cyberspace norms.
4. Build Enduring Advantages in Cyberspace. The Department will pursue institutional reforms to build
advantages that will persist for decades to come. We will optimize the organizing, training, and
equipping of the Cyberspace Operations Forces and Service-retained cyber forces. We will ensure the
availability of timely and actionable intelligence in support of cyberspace operations and explore the
intersection of emerging technologies and cyber capabilities. We will foster a culture of cybersecurity
and cyber awareness, investing in the education, training, and knowledge development of personnel across
the defense enterprise.
14
System Description: JCWA is designed to collect, fuse, and process
data and intelligence to provide situational awareness and battle
management at the strategic, operational, and tactical levels while
also enabling access to a suite of cyber capabilities needed to
rehearse and then act in cyberspace. Given this construct, JCWA is
also expected to illuminate cyber capability shortfalls to guide the
acquisition of needed cyber warfighting capabilities.
Program JCWA is not a program of record itself but currently
encompasses the following four acquisition programs:
 Unified Platform (UP) will act as a data hub for JCWA, unifying
disparate cyber capabilities in order to enable full-spectrum
cyberspace operations.
 Joint Cyber Command and Control (JCC2) will provide situational
awareness, battle management, and cyber forces’ management for full-
spectrum cyber operations.
 Persistent Cyber Training Environment (PCTE) will provide individual
and collective training as well as mission rehearsal for cyber
operations.
 An access component will provide additional capability for cyber
operations.
USCYBERCOM relies heavily on the Services for acquisition of the
programs that comprise JCWA. To guide these individual acquisition
programs, USCYBERCOM established the JCWA Integration Office and the
JCWA Capabilities Management Office. Both lack the authority or
resources to effectively manage critical JCWA-level activities. Each
program has different release and deployment schedules, and there are
no validated JCWA-level mission thread requirements or plans for an
integrated JCWA-level operational test.
15
Top 7 AI-Driven Cybersecurity Companies
1. CrowdStrike
Crowdstrike delivers cloud-native endpoint protection software. Falcon, the company’s cybersecurity
platform enables visibility across physical devices that connect to and exchange information with a
computer network. It performs proactive threat hunting.
2. Darktrace
Darktrace, a company with more than 30 offices worldwide, has assisted hundreds of organizations across
numerous industries in identifying and combating cyberthreats in real time. The AI platform at Darktrace
examines network data to make calculations and spot patterns. The data is used by Machine Learning (ML)
algorithms embedded in the platform to assist enterprises in identifying threats and detecting deviations
from usual behavior.
3. Blue Hexagon
Founded on the premise that deep learning will radically revolutionize cybersecurity, Blue Hexagon
provides customers with real-time network threat protection that delivers threat detection in less than a
second. To test its own systems and push its capabilities to the absolute limit, the company utilizes AI
to develop malware based on global threat data and the dark web. The company’s systems operate in a cloud
network, protecting clients against a wide range of attacks across a multitude of platforms.
16
Top 7 AI-Driven Cybersecurity Companies
4. Cybereason
Cybereason offers a cybersecurity analytics platform that performs threat monitoring, detection, and
analysis. It provides organizations with improved visibility within their security environment as well as
the capacity to anticipate risks. Whether an organization is under attack or not is determined by
Cybereason’s AI-powered detection technology. By automating the task of threat detection, this cyber
defense platform benefits enterprises and security teams of all sizes.
5. SparkCognition
SparkCognition offers AI-powered operations, security, and automation solutions for a variety of
industries, including aviation, finance, and manufacturing. The organization provides ML-powered
technologies that identify and guard against malware, ransomware, trojans, and other threats for
businesses in need of cybersecurity solutions.
6. Tessian
Tessian’s AI security software stops malicious emails from causing breaches, spear phishing, and data
loss. The company provides customizable email filters that block malicious and dubious behavior in both
inbound and outbound emails. The software also includes a real-time dashboard for security teams to keep
track of risks and assess the health of their infrastructure.
7. Palo Alto Networks
Palo Alto Networks is a major player in the cybersecurity industry, with more than 50,000 clients from a
variety of industries across more than 150 countries. The company provides firewalls and cloud security
to threat detection and endpoint protection, its products meet a variety of demands.
17
Executive Summary: DoD Data Strategy Unleashing Data to Advance the National Defense Strategy BLUF: The DoD Data
Strategy supports the National Defense Strategy and Digital Modernization by providing the overarching vision, focus
areas, guiding principles, essential capabilities, and goals necessary to transform the Department into a data-centric
enterprise. Success cannot be taken for granted…it is the responsibility of all DoD leaders to treat data as a weapon
system and manage, secure, and use data for operational effect.
Vision: DoD is a data-centric organization that uses data at speed and scale for operational advantage and increased
efficiency.
Focus Areas: The strategy emphasizes the need to work closely with users in the operational community, particularly the
warfighter. Initial areas of focus include: - Joint All Domain Operations – using data for advantage on the battlefield
- Senior Leader Decision Support – using data to improve DoD management - Business Analytics – using data to drive
informed decisions at all echelons
8 Guiding Principles that are foundational to all data efforts in the DoD:
1.) Data is a Strategic Asset – DoD data is a high-interest commodity and must be leveraged in a way that brings both
immediate and lasting military advantage.
2.) Collective Data Stewardship – DoD must assign data stewards, data custodians, and a set of functional data managers
to achieve accountability throughout the entire data lifecycle.
3.) Data Ethics – DoD must put ethics at the forefront of all thought and actions as it relates to how data is collected,
used, and stored.
4.) Data Collection – DoD must enable electronic collection of data at the point of creation and maintain the pedigree of
that data at all times.
5.) Enterprise-Wide Data Access and Availability – DoD data must be made available for use by all authorized individuals
and non-person entities through appropriate mechanisms.
6.) Data for Artificial Intelligence Training – Data sets for A.I. training and algorithmic models will increasingly
become the DoD’s most valuable digital assets and we must create a framework for managing them across the data lifecycle
that provides protected visibility and responsible brokerage.
7.) Data Fit for Purpose – DoD must carefully consider any ethical concerns in data collection, sharing, use, rapid data
integration as well as minimization of any sources of unintended bias.
8.) Design for Compliance – DoD must implement IT solutions that provide an opportunity to fully automate the information
management lifecycle, properly secure data, and maintain end-to-end records management. 18
DoD Data Strategy:
4 Essential Capabilities necessary to enable all goals:
1.) Architecture – DoD architecture, enabled by enterprise cloud and other technologies, must allow pivoting on data more rapidly than
adversaries are able to adapt.
2.) Standards – DoD employs a family of standards that include not only commonly recognized approaches for the management and utilization
of data assets, but also proven and successful methods for representing and sharing data.
3.) Governance – DoD data governance provides the principles, policies, processes, frameworks, tools, metrics, and oversight required to
effectively manage data at all levels, from creation to disposition.
4.) Talent and Culture – DoD workforce (Service Members, Civilians, and Contractors at every echelon) will be increasingly empowered to work
with data, make data-informed decisions, create evidence-based policies, and implement effectual processes.
7 Goals (aka, VAULTIS) we must achieve to become a data-centric DoD:
1.) Make Data Visible – Consumers can locate the needed data.
2.) Make Data Accessible – Consumers can retrieve the data.
3.) Make Data Understandable – Consumers can recognize the content, context, and applicability.
4.) Make Data Linked – Consumers can exploit data elements through innate relationships.
5.) Make Data Trustworthy – Consumers can be confident in all aspects of data for decision-making.
6.) Make Data Interoperable – Consumers have a common representation/ comprehension of data.
7.) Make Data Secure – Consumers know that data is protected from unauthorized use/manipulation. Way Ahead: To implement this Strategy,
Components will develop measurable Data Strategy Implementation Plans, overseen by the DoD CDO and DoD Data Council. The data
governance community and user communities will continue to partner to identify challenges, develop solutions, and share best practices for all
data stakeholders.
19
DoD Data Strategy:
DoD is taking immediate action to realize the benefits of AI The following is an overview of the strategic approach
that will guide our efforts to accelerate AI adoption.
 Delivering AI-enabled capabilities that address key missions. We will launch a set of initiatives to incorporate AI
rapidly, iteratively, and responsibly to enhance military decision-making and operations across key mission areas.
 Scaling AI’s impact across DoD through a common foundation that enables decentralized development and
experimentation. One of the U.S. military’s greatest strengths is the innovative character of our forces. It is
likely that the most transformative AI-enabled capabilities will arise from experiments at the “forward edge,” that
is, discovered by the users themselves in contexts far removed from centralized offices and laboratories.
 Cultivating a leading AI workforce. The transformative and rapidly advancing nature of AI requires that the
Department adapt its culture, skills, and approaches. To succeed, we will encourage rapid experimentation, and an
iterative, risk informed approach to AI implementation. We will cultivate the talent of our existing workforce by
investing in providing comprehensive AI training, while simultaneously bringing critical AI skills into service by
recruiting and partnering with world-class AI talent.
 Engaging with commercial, academic, and international allies and partners. Strong partnerships are essential at
every stage in the AI technology pipeline, from research to deployment and sustainment. We will work with academia
and industry to help address global challenges of significant societal importance and make funding available to
entice our best academics to invest in long-term research relevant to defense and remain in the business of
educating the next generation of AI talent. We will enhance partnerships with U.S. industry to align civilian AI
leadership with defense challenges while evolving our crucial international alliances and partnerships abroad.
Further, we will engage with and contribute to the global open-source community to identify and advance emerging
technologies and applications.
 Leading in military ethics and AI safety (Ethical AI). The Department will articulate its vision and guiding
principles for using AI in a lawful and ethical manner to promote our values. We will consult with leaders from
across academia, private industry, and the international community to advance AI ethics and safety in the military
context.
20
DoD Artificial Intelligence (AI) Strategy:
The Joint Artificial Intelligence Center is a focal point of the DoD AI Strategy We established a Joint Artificial
Intelligence Center (JAIC) to accelerate the delivery of AI-enabled capabilities, scale the Department-wide impact of AI,
and synchronize DoD AI activities to expand Joint Force advantages. Specifically, the JAIC will:
 Rapidly deliver AI-enabled capabilities to address key missions, strengthening current military advantages and enhancing
future AI research and development efforts with mission needs, operational outcomes, user feedback, and data
 Establish a common foundation for scaling AI’s impact across DoD, leading strategic data acquisition and introducing
unified data stores, reusable tools, frameworks and standards, and cloud and edge services; Facilitate AI planning,
policy, governance, ethics, safety, cybersecurity, and multilateral coordination
 Attract and cultivate a world-class AI team to supply trusted subject matter expertise on AI capability delivery and to
create new accelerated learning experiences in AI across DoD at all levels of professional education and training.
21
DoD Artificial Intelligence (AI) Strategy:
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptx
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptx
The Department of Defense’s Chief Digital and Artificial Intelligence Office (CDAO) is the senior official responsible for the acceleration of
the DoD’s adoption of data, analytics, and AI to generate decision advantage across, from the boardroom to the battlefield.
Stood up in February 2022 by integrating the Joint Artificial Intelligence Center (JAIC), Defense Digital Services (DDS), the Chief Data Officer, and the
enterprise platform Advana into one organization, the CDAO is building a strong foundation for data, analytic, and AI-enabled capabilities to be
developed and fielded at scale. Part of this foundation is ensuring the Department has the necessary people, platforms, and processes needed to
continuously provide business leaders and warfighters with agile solutions.
The CDAO will perform several critical functions in close coordination with the Services, Joint Staff, CIO, USD (R&E), and other digital leaders:
Lead the Department’s strategy and policy on data, analytics, and AI adoption, as well as govern and oversee efforts across the Department.
Enable the development of digital and AI-enabled solutions across the Department, while also selectively scaling proven solutions for enterprise and
joint use cases.
Provide a sophisticated cadre of technical experts that serve as a de facto data and digital response force able to address urgent crises and emerging
challenges with state-of-the-art digital solutions.
The CDAO’s functions reflect the rising strategic value of information to decision-making and advanced capabilities from the boardroom to the
battlefield. The CDAO’s form reflects the leadership the Department needs to accelerate its progress in harnessing information within a rapidly
changing technology landscape.
The CDAO achieved full operating capability on 1 June 2022 and is expected to have an immediate impact by providing several concrete
deliverables this year.
Review and more tightly integrate the Department’s policy, strategy, and governance of data, analytics, AI, to include an integrated Data, Analytics
and AI Strategy as well as maturing a Responsible AI Ecosystem.
Provide the enterprise-level infrastructure and services that enable efforts to advance adoption of data, analytics, and AI, to include an expanded and
more accessible enterprise data repository and data catalogue with designated authoritative data sources, common data models for enterprise and
joint use cases, as well associated coding and algorithms to serve as a “public good” as Department stakeholders put data on the offensive.
Solve and scale enterprise and joint use cases, including executive analytics to measure progress on implementation of the forthcoming 2022
National Defense Strategy, a common operational picture for Combatant Commanders from the operational to the strategic level as part of the
Advancing Data and AI (ADA) initiative, and better tools and analytics to assist the Department’s senior leaders and Combatant Commanders with
dynamic campaigning.
22
.
Responsible Artificial Intelligence (AI): Ethical Artificial Intelligence (AI):
There are three key principles of responsible AI:
•Fairness – This principle is about ensuring that
everyone has a fair chance to benefit from AI
technologies.
•Accountability – This principle relates to the
ability to explain and justify decisions made by AI
systems. Humans are accountable for AI design,
development, decision processes, and outcomes. This
includes thinking through the impact of choices made
in the creation of a model.
•Transparency – This principle is about making sure
that the decisions made by AI systems are
understandable and explainable. For example, if an AI
system makes a decision that seems unfair or
unaccountable, it’s important to be able to
understand why the system made that decision
elements of ethical AI construction are:
•Protection of individual rights: Ethical AI models
incorporate protective measures to uphold individual
rights, such as the right to privacy and an equitable
structure for all users.
•Non-discrimination in solution construction: There
have been several examples of bias in AI-based tools
and solutions. Organizations and experts must take it
upon themselves to be the change and facilitate more
humanized solutions to these challenges and risks.
Creating a continuous auditing system and an intent-
based solution (emphasizing causal and intentional
over the more common correlation-based algorithm
refinement practices) will be essential as more
regulation comes to the field in 2022.
•Awareness, responsiveness, and an ongoing commitment
to change: Simply constructing the solution isn’t
enough. Data science teams ought to implement plenty
of “space” for ongoing awareness and risk management
and responsibility and commitment to retraining the
solution as often as possible to omit the risk of
manipulation, bias, or other such ethical dilemmas.
While this may seem to be an understood need, it is
not to be understated. It’s essential to the core
concept of ethical AI construction.
Responsible AI lies in the ethical principles
that help guide company goals, policies, and
culture for ethical practices in the application
of AI.
Ethical AI defines the ethical principles,
policies, laws, rules, guidelines, and
regulations that are related to AI.
24
SHOULD THE DoD
HAVE A QUANTUM
STRATEGY?????
https://www.quantum.gov/strategy/
25
Should DoD Have a Quantum Computing Strategy:
26
https://www.politico.com/newsletters
/digital-future-
daily/2023/10/12/the-case-for-cash-
for-quantum-00121280
The government’s interest in quantum technologies dates back at least to the mid-1990s, when the National Institute of Standards and Technology (NIST),
Department of Defense (DOD), and National Science Foundation (NSF) held their first workshops on the topic.1 NSF described the field of quantum
information science in a 1999 workshop as “a new field of science and technology, combining and drawing on the disciplines of physical science,
mathematics, computer science, and engineering. Its aim is to understand how certain fundamental laws of physics discovered earlier in this century can
be harnessed to dramatically improve the acquisition, transmission, and processing of information.”2 In the nearly 25 years since NSF’s first workshop,
quantum information science has advanced and its potential to drive major advances in computing power, secure communication, and scientific discovery
have become more apparent. The U.S. government has rightly recognized that it needs to play an active role in ensuring the nation remains competitive in
this critical field.
This report also makes 10 recommendations across these policy areas to Congress:
1) Reauthorize the NQIA and appropriate at least $525 million per year (in addition to the CHIPS funding) for FY 2024 to FY 2028.
2) Fully fund the quantum user expansion for science and technology (QUEST) program authorized by the CHIPS and Science Act to improve researcher
accessibility to U.S. quantum computing resources.
3) Establish a quantum infrastructure program within DOE to help meet the equipment needs of researchers as part of the reauthorization of the NQIA.
4) Fully fund the NSF Quantum Education Pilot Program authorized in the CHIPS and Science Act, which would allocate $32 million over the next five years
to support the education of K-12 students and the training of teachers in the fundamental principles of QIS.
5) Direct NSF to collaborate with NIST to conduct a systematic study of quantum workforce needs, trends, and education capacity.
6) Authorize and fund a DOE-led training program that partners students studying toward bachelor’s, master’s, or Ph.D. degrees with DOE national labs for
hands-on QIS experience.
7) Direct the Department of Commerce to work with the Quantum Economic Development Consortium (QED-C) to review the quantum supply chain and identify
risks.
8) Direct and fund the recently established Directorate for TIP within NSF to establish quantum testbeds for use-inspired research.
9) Direct DOE to establish and lead a program that invites allied nations to co-invest in quantum moonshots.
10)Direct NIST to prioritize promoting U.S. participation, particularly from U.S. industry stakeholders, in international standards fora in the
reauthorization of the NQIA.
The U.S. Approach to Quantum Policy
by Hodan Omaar October 10, 2023
https://datainnovation.org/2023/10/the-u-s-approach-
to-quantum-policy/
27
NOTE: According to a blog post by Omdia chief quantum analyst Sam Lucero
, access to quantum computing resources can cost about $1,000 to $2,000 an hour for cloud access,
compared with $20 million to $40 million for an on-premises hardware sale.
https://www.quantumbusinessnews.com/infrastructure/13-companies-offering-quantum-as-a-service
IBM Quantum
IBM’s quantum system
features a 127-qubit processor and the company’s Qiskit quantum development toolkit for building and deploying
applications. Users can even build and execute quantum computing circuits.
Google Quantum AI
Google provides researchers with access to its quantum computing hardware, allowing them to run their quantum
programs on Google’s quantum processors. Google’s Cirq is an open-source quantum computing platform that enables
users to build and test algorithms.
Amazon Bracket
Amazon Bracket users can test their algorithms on a local simulator. Likewise, they can use the Amazon Bracket
software development kit for building quantum applications and running algorithms on quantum computers.
Microsoft Azure Quantum
Microsoft offers cloud-based access to algorithms created by 1QBit and Microsoft. The Microsoft Quantum
Computing Kit includes chemistry, machine learning and numeric libraries.
Alibaba Cloud
Alibaba Cloud offers access to an 11-qubit quantum computer via its cloud services. The platform is open to
scientific researchers. Public users can learn about basic quantum information knowledge on the cloud platform
and interact with scientists online.
D-Wave Leap
D-Wave’s Leap quantum cloud service provides developers access to a cloud-based quantum processor build quantum-
hybrid applications in real time. Developers can also use a feature called the hybrid solver service, which
combines both quantum and classical resources to solve computational problems.
13 Companies Offering Quantum-as-a-Service
28
https://www.quantumbusinessnews.com/infrastructure/13-companies-offering-quantum-as-a-service
Xanadu Cloud
Xanadu Cloud offers users free access to photonic quantum computers, software, and support. Its free plan provides users
with credits for running small workloads on its Borealis quantum hardware. It also offers a full-stack Python library for
constructing, simulating and executing programs on photonic quantum computers.
QuTech Inspire
QuTech’s Inspire claims to be Europe’s first public-access quantum-computing platform. It offers users a two-qubit
“semiconductor electron spin processor,” a five-qubit “superconductor Transmon processor,” and three simulators. The
platform integrates with IBM’s QisKit.
QC Ware Forge
QC Ware provides quantum engineers with circuit building blocks to create and run algorithm simulations for data scientists,
financial analysts, and engineers. It focuses on binary optimization, linear algebra, Monte Carlo methods and machine
learning.
Quantinuum AI
Quantinuum’s AI platform incorporates quantum natural language processing, cloud-based quantum machine learning services,
and quantum deep learning. The company also offers a quantum computing software development kit, TKET, to create and execute
programs for gate-based quantum computers.
AQT
AQT’s ion-trap platform is a freely available online quantum simulator, with or without noise, for the office environment.
It seeks to bridge the gap between exploratory academic research and highly specialized, commercially available, cloud-based
resources.
IonQ Quantum Cloud
The IonQ Quantum Cloud provides access to the company’s trapped-ion systems via the Quantum Cloud API. It claims to be
compatible with all major quantum software development kits, such as QisKit and Cirq.
Terra Quantum
Based in Germany, Terra Quantum provides users access to a library of algorithms, such as hybrid quantum optimization and
quantum neural networks. It also offers high-performance simulated quantum processing units (QPU)and solutions for secure
quantum and post-quantum communications.
13 Companies Offering Quantum-as-a-Service
29
https://www.quantumbusinessnews.com/infrastructure/13-companies-offering-quantum-as-a-service
 How can AI be used to impact military and national-level decision-making?
 How will AI impact other existing and emerging technologies such as cybersecurity, artificial
intelligence, military intelligence, robotics, etc.?
 Can AI be used to augment or offset soldier tasks?
 How can current AI technologies used by companies for advertising be adapted to enhance domestic
security? What are the associated risks?
 How are adversaries using/developing/governing AI, and how does this compare to Western developments?
 How can AI preempt and disruption military decision making?
 Do we expect synergistic effects between quantum computing and AI? Will the first country with a fully
realized Quantum capability likely win the AI race?
 Does the Army/DoD expect to see AGI between now and 2040? Artificial general intelligence (AGI) is the
representation of generalized human cognitive abilities in software so that, faced with an unfamiliar
task, the AGI system could find a solution.
 Are our installations utilizing AI to build a more robust and resilient cyber infrastructure?
 How does AI impact the development and implementation of non-kinetic tools against the homeland?
40
 The Root Cause of key barriers to accelerating the adoption of Digital Transformation (Enterprise “Technology)is
centered around on People, Process, Technology, & Data (PPTD) Framework. The introduction of the data and big data
as a key asset and decision enabler for organizations, has created the need for modification to the “People,
Process, Technology” (PPT) Framework. The need to address Data as to the Framework due to its known importance has
driven the author to address the new Framework as defined below in Figure 1. The new People, Process, Technology, &
Data (PPTD) Framework 2023, serves to address the adoption of implementation of digital transformation
technologies, for example Cloud, Artificial Intelligence (AI), Digital Twin, Big Data, 5G, Quantum Computing,
Robotics, Automations, Autonomy, Augmented reality, Advanced Analytics, Application Programming Interface (API),
Internet of Things (IoT), Blockchain, and Mobile to name a few.
People, Process, Technology & Data (PPTD) Framework:
The BLUF!!!
3
Questions?
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captechu.edu/webinars-and-podcasts
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summer….back in
September!
View Webinars On Demand or
listen to Podcasts
Recording, Slides & Certificate
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sent to all registrants. Watch for an
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A Certificate of Completion is available
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On Demand viewers
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CapTechTalks Webinar Slides June 2024 Donovan Wright.pptx

  • 1. Presented by Dr. Donovan Wright June 20, 2024 Defining the DoD Roadmap to “Digital Supremacy” by Effectively Adopting Digital Transformation
  • 2. Agenda Bill Gibbs, Host 1. About Capitol Technology University 2. Session Pointers 3. About the Presenter 4. Presentation 5. Q and A 6. Upcoming Webinars 7. Recording, Slides, Certificate
  • 3. About Established in 1927, we are one of the few private Universities in the U.S. specifically dedicated to STEM-Based academic programs. The University offers degrees at the Associate, Bachelor, Master, and Doctoral levels 3
  • 4. Nonprofit, Private & Accredited Capitol is a nonprofit, private accredited university located in Laurel, Maryland, USA Capitol Technology University is accredited by the Commission on Higher Education of the Middle States Association of Colleges and Schools The University is authorized by the State of Maryland to confer Associate’s (A.A.S.), Bachelor’s (B.S.), Master’s (M.S., M.B.A., M.Ed, M.Res., T.M.B.A, M.Phil.), and Doctoral (D.Sc., Ph.D., D.B.A., Ed.D.) degrees.
  • 5. Capitol offers accredited degrees from the Bachelor’s to Doctoral levels related to this webinar. For more information about degrees and certificates offered in related areas, visit CapTechU.edu/fields-of-study Join us for Master’s and Doctoral Virtual Information Sessions. Held monthly. To learn more: Email: gradadmit@captechu.edu Phone: 1- 800-950-1992
  • 6. Session Pointers • We will answer questions at the conclusion of the presentation. At any time, you can post a question in the text chat and we will answer as many as we can. • Microphones and webcams are not activated for participants. • A link to the recording and to the slides will be sent to all registrants and available on our webinar web page. • A participation certificate is available by request for both Live Session and On Demand viewers.
  • 7. Dr. Donovan Wright • Adjunct Professor at Capitol • Data Scientist with Peraton • Former Senor Cyber and AI consultant at Ft. Meade • 24-year veteran of the U.S. Army, serving in cybersecurity, information and communications • PhD in AI (Capitol); Ed.D. in Instructional Tech and Distance Education (Nova Southeastern); MS in Cybersecurity Management and Policy (UMUC) • www.linkedin.com/in/dr-donovan-wright/
  • 8. Presented by Dr. Donovan Wright June 20, 2024 Defining the DoD Roadmap to “Digital Supremacy” by Effectively Adopting Digital Transformation
  • 9. The term digital transformation is broadly defined as the use of computer-based technologies to improve an organization's performance. Dismissed as just a buzzword for many years, digital transformation has become palpable and urgent: Of the companies surveyed in the most recent Digital Vortex study, 88% said digital disruption will have a major impact on their industries; 41% of those respondents said disruption was imminent. Top 10 Digital Transformation Technologies 1. Mobile Technology (5G). Mobile Technology is a fundamental element to drive digital transformation. 2. Internet of Things (IoT ). The Internet of Things (IoT) consists of a large network of connected systems that can collect and share information without manual input. 3. Robotics. Smart robotics when combined with AI and IoT can drive powerful results in companies. 4. Artificial Intelligence (AI). Artificial intelligence refers to the ability of computers to simulate what people think and do in the real world. 5. Augmented Reality. Simply explained, augmented reality (AR) is a virtual augmentation of the physical world by adding digital elements, sounds, and other sensory stimuli. 6. Big Data and Real-Time Analytics. Big data analytics is an imperative digital technology that decodes complex data to reveal important information. 7. Digital Twin. Digital Twin creates a virtual clone of a process or a service using 3D modeling. It is used to replicate processes that collect data from simulations to predict their performances. 8. API-Based Integrations. Application Programming Interface (API) integration is a powerful technology that is used by nearly all digital transformation platforms. API is a software intermediary that allows two applications to talk to each other, It connects two or more systems through their APIs to allow a seamless data exchange between them. 9. Robotic Process Automation (RPA. Robotic Process Automation (RPA) is the newest technology that uses bots, AI, and chatbots to automate manual tasks. It provides organizations with streamlined workflows, optimized outcomes, fewer errors, and robust system management to drive digital transformation. 10. Cloud-Based Technology. Cloud is an inevitable component in digital transformation that provides flexibility, scalability, and agility to organizations. Traditional storage and services aren't adequate for handling large amounts of data cost-effectively and securely. I Will Add one More Satellite Internet Connection (Starlink e.g., Ukraine) 9 The BLUF!!!
  • 10.  The Root Cause of key barriers to accelerating the adoption of Digital Transformation (Enterprise “Technology)is centered around on People, Process, Technology, & Data (PPTD) Framework. The introduction of the data and big data as a key asset and decision enabler for organizations, has created the need for modification to the “People, Process, Technology” (PPT) Framework. The need to address Data as to the Framework due to its known importance has driven the author to address the new Framework as defined below in Figure 1. The new People, Process, Technology, & Data (PPTD) Framework 2023, serves to address the adoption of implementation of digital transformation technologies, for example Cloud, Artificial Intelligence (AI), Digital Twin, Big Data, 5G, Quantum Computing, Robotics, Automations, Autonomy, Augmented reality, Advanced Analytics, Application Programming Interface (API), Internet of Things (IoT), Blockchain, and Mobile to name a few. People, Process, Technology & Data (PPTD) Framework: The BLUF!!! 3
  • 11. 11
  • 14. DoD CIO Priorities:  Cybersecurity  Artificial Intelligence (AI)  Cloud  Command, Control and Communications (C3) Digital Modernization Goals:  Innovate for Competitive Advantage  Optimize for Efficiencies and Improved Capability  Evolve Cybersecurity for an Agile and Resilient Defense Posture  Cultivate Talent for a Ready Digital Workforce 14 DoD Digital Modernization Strategy:
  • 15. SHOULD THE DoD HAVE A DIGITAL TRANSFORMATION (DX)STRATEGY????? 15 Does DoD Need A Digital Transformation Strategy:
  • 16. 8
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  • 18. Strategic Objectives DoD will continue to rely on its ability to process and disseminate information for military operations, intelligence collection, and related activities. To ensure this, the Department must address the unique mission requirements through a multi-cloud, multi-vendor strategy that incorporates a General-Purpose cloud and Fit For Purpose clouds (reference Appendix A). To this end, this strategy will design objectives around solving these strategic challenges:  Enable Exponential Growth  Scale for the Episodic Nature of the DoD Mission  Proactively Address Cyber Challenges  Enable AI and Data Transparency  Extend Tactical Support for the Warfighter at the Edge  Take Advantage of Resiliency in the Cloud  Drive IT Reform at DoD DoD Cloud Strategy: 10
  • 19. 11
  • 20. There are many other examples of XaaS, such as the following: Authentication as a service, or AaaS, uses cloud services for identity and access management. Containers as a service, or CaaS, enables the deployment and management of containers using container-based virtualization. Database as a service, or DBaaS, provides access to database platforms through the cloud. Public cloud providers like AWS and Azure have DBaaS offerings. Device as a service, or DaaS, is when a third-party vendor offers PCs, smartphones and other mobile computing devices as a paid service. Disaster recovery as a service, or DRaaS, enables cloud providers to help organizations regain functionality after a disaster. Function as a service, or FaaS, enables cloud customers to develop applications, deploy functionalities and only be charged when the functionality executes. Malware as a service, or MaaS, is a type of security SaaS delivered over the public cloud to help organizations guard against ransomware and distributed denial-of-service VMware AppDefense is an example of MaaS. Network as a service, or NaaS, is hosted network infrastructure provided by a third party. Storage as a service, or STaaS, provides application, data and backup storage systems in the cloud. Unified communications as a service, or UCaaS, is hosted software that supports synchronous and asynchronous communication from any device. UCaaS facilitates team collaboration. 12
  • 22. In order to address current and future cyber threats, the Department will pursue four (4) complementary lines of effort: 1. Defend the Nation. The Department will campaign in and through cyberspace to generate insights about cyber threats. We will defend forward, disrupting and degrading malicious cyber actors' capabilities and supporting ecosystems. The Department will work with its interagency partners to leverage available authorities to enable the defense of U.S. critical infrastructure and counter threats to military readiness. 2. Prepare to Fight and Win the Nation's Wars. The Department will campaign in and through cyberspace to advance Joint Force objectives. We will ensure the cybersecurity of the Department of Defense Information Network (DODIN) and conduct defensive cyberspace operations in order to protect it. The Department will enhance the cyber resilience of the Joint Force and ensure its ability to fight in and through contested and congested cyberspace. We will utilize the unique characteristics of cyberspace to meet the Joint Force's requirements and generate asymmetric advantages 3. Protect the Cyber Domain with Allies and Partners. Our global Allies and partners represent a foundational strategic advantage for the United States. We will build the capacity and capability of U.S. Allies and partners in cyberspace and expand avenues of potential cyber cooperation. We will continue hunt forward operations and other bilateral technical collaboration, working with Allies and partners to illuminate malicious cyber activity on their networks. We will reinforce responsible state behavior by encouraging adherence to international law and internationally recognized cyberspace norms. 4. Build Enduring Advantages in Cyberspace. The Department will pursue institutional reforms to build advantages that will persist for decades to come. We will optimize the organizing, training, and equipping of the Cyberspace Operations Forces and Service-retained cyber forces. We will ensure the availability of timely and actionable intelligence in support of cyberspace operations and explore the intersection of emerging technologies and cyber capabilities. We will foster a culture of cybersecurity and cyber awareness, investing in the education, training, and knowledge development of personnel across the defense enterprise. 14
  • 23. System Description: JCWA is designed to collect, fuse, and process data and intelligence to provide situational awareness and battle management at the strategic, operational, and tactical levels while also enabling access to a suite of cyber capabilities needed to rehearse and then act in cyberspace. Given this construct, JCWA is also expected to illuminate cyber capability shortfalls to guide the acquisition of needed cyber warfighting capabilities. Program JCWA is not a program of record itself but currently encompasses the following four acquisition programs:  Unified Platform (UP) will act as a data hub for JCWA, unifying disparate cyber capabilities in order to enable full-spectrum cyberspace operations.  Joint Cyber Command and Control (JCC2) will provide situational awareness, battle management, and cyber forces’ management for full- spectrum cyber operations.  Persistent Cyber Training Environment (PCTE) will provide individual and collective training as well as mission rehearsal for cyber operations.  An access component will provide additional capability for cyber operations. USCYBERCOM relies heavily on the Services for acquisition of the programs that comprise JCWA. To guide these individual acquisition programs, USCYBERCOM established the JCWA Integration Office and the JCWA Capabilities Management Office. Both lack the authority or resources to effectively manage critical JCWA-level activities. Each program has different release and deployment schedules, and there are no validated JCWA-level mission thread requirements or plans for an integrated JCWA-level operational test. 15
  • 24. Top 7 AI-Driven Cybersecurity Companies 1. CrowdStrike Crowdstrike delivers cloud-native endpoint protection software. Falcon, the company’s cybersecurity platform enables visibility across physical devices that connect to and exchange information with a computer network. It performs proactive threat hunting. 2. Darktrace Darktrace, a company with more than 30 offices worldwide, has assisted hundreds of organizations across numerous industries in identifying and combating cyberthreats in real time. The AI platform at Darktrace examines network data to make calculations and spot patterns. The data is used by Machine Learning (ML) algorithms embedded in the platform to assist enterprises in identifying threats and detecting deviations from usual behavior. 3. Blue Hexagon Founded on the premise that deep learning will radically revolutionize cybersecurity, Blue Hexagon provides customers with real-time network threat protection that delivers threat detection in less than a second. To test its own systems and push its capabilities to the absolute limit, the company utilizes AI to develop malware based on global threat data and the dark web. The company’s systems operate in a cloud network, protecting clients against a wide range of attacks across a multitude of platforms. 16
  • 25. Top 7 AI-Driven Cybersecurity Companies 4. Cybereason Cybereason offers a cybersecurity analytics platform that performs threat monitoring, detection, and analysis. It provides organizations with improved visibility within their security environment as well as the capacity to anticipate risks. Whether an organization is under attack or not is determined by Cybereason’s AI-powered detection technology. By automating the task of threat detection, this cyber defense platform benefits enterprises and security teams of all sizes. 5. SparkCognition SparkCognition offers AI-powered operations, security, and automation solutions for a variety of industries, including aviation, finance, and manufacturing. The organization provides ML-powered technologies that identify and guard against malware, ransomware, trojans, and other threats for businesses in need of cybersecurity solutions. 6. Tessian Tessian’s AI security software stops malicious emails from causing breaches, spear phishing, and data loss. The company provides customizable email filters that block malicious and dubious behavior in both inbound and outbound emails. The software also includes a real-time dashboard for security teams to keep track of risks and assess the health of their infrastructure. 7. Palo Alto Networks Palo Alto Networks is a major player in the cybersecurity industry, with more than 50,000 clients from a variety of industries across more than 150 countries. The company provides firewalls and cloud security to threat detection and endpoint protection, its products meet a variety of demands. 17
  • 26. Executive Summary: DoD Data Strategy Unleashing Data to Advance the National Defense Strategy BLUF: The DoD Data Strategy supports the National Defense Strategy and Digital Modernization by providing the overarching vision, focus areas, guiding principles, essential capabilities, and goals necessary to transform the Department into a data-centric enterprise. Success cannot be taken for granted…it is the responsibility of all DoD leaders to treat data as a weapon system and manage, secure, and use data for operational effect. Vision: DoD is a data-centric organization that uses data at speed and scale for operational advantage and increased efficiency. Focus Areas: The strategy emphasizes the need to work closely with users in the operational community, particularly the warfighter. Initial areas of focus include: - Joint All Domain Operations – using data for advantage on the battlefield - Senior Leader Decision Support – using data to improve DoD management - Business Analytics – using data to drive informed decisions at all echelons 8 Guiding Principles that are foundational to all data efforts in the DoD: 1.) Data is a Strategic Asset – DoD data is a high-interest commodity and must be leveraged in a way that brings both immediate and lasting military advantage. 2.) Collective Data Stewardship – DoD must assign data stewards, data custodians, and a set of functional data managers to achieve accountability throughout the entire data lifecycle. 3.) Data Ethics – DoD must put ethics at the forefront of all thought and actions as it relates to how data is collected, used, and stored. 4.) Data Collection – DoD must enable electronic collection of data at the point of creation and maintain the pedigree of that data at all times. 5.) Enterprise-Wide Data Access and Availability – DoD data must be made available for use by all authorized individuals and non-person entities through appropriate mechanisms. 6.) Data for Artificial Intelligence Training – Data sets for A.I. training and algorithmic models will increasingly become the DoD’s most valuable digital assets and we must create a framework for managing them across the data lifecycle that provides protected visibility and responsible brokerage. 7.) Data Fit for Purpose – DoD must carefully consider any ethical concerns in data collection, sharing, use, rapid data integration as well as minimization of any sources of unintended bias. 8.) Design for Compliance – DoD must implement IT solutions that provide an opportunity to fully automate the information management lifecycle, properly secure data, and maintain end-to-end records management. 18 DoD Data Strategy:
  • 27. 4 Essential Capabilities necessary to enable all goals: 1.) Architecture – DoD architecture, enabled by enterprise cloud and other technologies, must allow pivoting on data more rapidly than adversaries are able to adapt. 2.) Standards – DoD employs a family of standards that include not only commonly recognized approaches for the management and utilization of data assets, but also proven and successful methods for representing and sharing data. 3.) Governance – DoD data governance provides the principles, policies, processes, frameworks, tools, metrics, and oversight required to effectively manage data at all levels, from creation to disposition. 4.) Talent and Culture – DoD workforce (Service Members, Civilians, and Contractors at every echelon) will be increasingly empowered to work with data, make data-informed decisions, create evidence-based policies, and implement effectual processes. 7 Goals (aka, VAULTIS) we must achieve to become a data-centric DoD: 1.) Make Data Visible – Consumers can locate the needed data. 2.) Make Data Accessible – Consumers can retrieve the data. 3.) Make Data Understandable – Consumers can recognize the content, context, and applicability. 4.) Make Data Linked – Consumers can exploit data elements through innate relationships. 5.) Make Data Trustworthy – Consumers can be confident in all aspects of data for decision-making. 6.) Make Data Interoperable – Consumers have a common representation/ comprehension of data. 7.) Make Data Secure – Consumers know that data is protected from unauthorized use/manipulation. Way Ahead: To implement this Strategy, Components will develop measurable Data Strategy Implementation Plans, overseen by the DoD CDO and DoD Data Council. The data governance community and user communities will continue to partner to identify challenges, develop solutions, and share best practices for all data stakeholders. 19 DoD Data Strategy:
  • 28. DoD is taking immediate action to realize the benefits of AI The following is an overview of the strategic approach that will guide our efforts to accelerate AI adoption.  Delivering AI-enabled capabilities that address key missions. We will launch a set of initiatives to incorporate AI rapidly, iteratively, and responsibly to enhance military decision-making and operations across key mission areas.  Scaling AI’s impact across DoD through a common foundation that enables decentralized development and experimentation. One of the U.S. military’s greatest strengths is the innovative character of our forces. It is likely that the most transformative AI-enabled capabilities will arise from experiments at the “forward edge,” that is, discovered by the users themselves in contexts far removed from centralized offices and laboratories.  Cultivating a leading AI workforce. The transformative and rapidly advancing nature of AI requires that the Department adapt its culture, skills, and approaches. To succeed, we will encourage rapid experimentation, and an iterative, risk informed approach to AI implementation. We will cultivate the talent of our existing workforce by investing in providing comprehensive AI training, while simultaneously bringing critical AI skills into service by recruiting and partnering with world-class AI talent.  Engaging with commercial, academic, and international allies and partners. Strong partnerships are essential at every stage in the AI technology pipeline, from research to deployment and sustainment. We will work with academia and industry to help address global challenges of significant societal importance and make funding available to entice our best academics to invest in long-term research relevant to defense and remain in the business of educating the next generation of AI talent. We will enhance partnerships with U.S. industry to align civilian AI leadership with defense challenges while evolving our crucial international alliances and partnerships abroad. Further, we will engage with and contribute to the global open-source community to identify and advance emerging technologies and applications.  Leading in military ethics and AI safety (Ethical AI). The Department will articulate its vision and guiding principles for using AI in a lawful and ethical manner to promote our values. We will consult with leaders from across academia, private industry, and the international community to advance AI ethics and safety in the military context. 20 DoD Artificial Intelligence (AI) Strategy:
  • 29. The Joint Artificial Intelligence Center is a focal point of the DoD AI Strategy We established a Joint Artificial Intelligence Center (JAIC) to accelerate the delivery of AI-enabled capabilities, scale the Department-wide impact of AI, and synchronize DoD AI activities to expand Joint Force advantages. Specifically, the JAIC will:  Rapidly deliver AI-enabled capabilities to address key missions, strengthening current military advantages and enhancing future AI research and development efforts with mission needs, operational outcomes, user feedback, and data  Establish a common foundation for scaling AI’s impact across DoD, leading strategic data acquisition and introducing unified data stores, reusable tools, frameworks and standards, and cloud and edge services; Facilitate AI planning, policy, governance, ethics, safety, cybersecurity, and multilateral coordination  Attract and cultivate a world-class AI team to supply trusted subject matter expertise on AI capability delivery and to create new accelerated learning experiences in AI across DoD at all levels of professional education and training. 21 DoD Artificial Intelligence (AI) Strategy:
  • 32. The Department of Defense’s Chief Digital and Artificial Intelligence Office (CDAO) is the senior official responsible for the acceleration of the DoD’s adoption of data, analytics, and AI to generate decision advantage across, from the boardroom to the battlefield. Stood up in February 2022 by integrating the Joint Artificial Intelligence Center (JAIC), Defense Digital Services (DDS), the Chief Data Officer, and the enterprise platform Advana into one organization, the CDAO is building a strong foundation for data, analytic, and AI-enabled capabilities to be developed and fielded at scale. Part of this foundation is ensuring the Department has the necessary people, platforms, and processes needed to continuously provide business leaders and warfighters with agile solutions. The CDAO will perform several critical functions in close coordination with the Services, Joint Staff, CIO, USD (R&E), and other digital leaders: Lead the Department’s strategy and policy on data, analytics, and AI adoption, as well as govern and oversee efforts across the Department. Enable the development of digital and AI-enabled solutions across the Department, while also selectively scaling proven solutions for enterprise and joint use cases. Provide a sophisticated cadre of technical experts that serve as a de facto data and digital response force able to address urgent crises and emerging challenges with state-of-the-art digital solutions. The CDAO’s functions reflect the rising strategic value of information to decision-making and advanced capabilities from the boardroom to the battlefield. The CDAO’s form reflects the leadership the Department needs to accelerate its progress in harnessing information within a rapidly changing technology landscape. The CDAO achieved full operating capability on 1 June 2022 and is expected to have an immediate impact by providing several concrete deliverables this year. Review and more tightly integrate the Department’s policy, strategy, and governance of data, analytics, AI, to include an integrated Data, Analytics and AI Strategy as well as maturing a Responsible AI Ecosystem. Provide the enterprise-level infrastructure and services that enable efforts to advance adoption of data, analytics, and AI, to include an expanded and more accessible enterprise data repository and data catalogue with designated authoritative data sources, common data models for enterprise and joint use cases, as well associated coding and algorithms to serve as a “public good” as Department stakeholders put data on the offensive. Solve and scale enterprise and joint use cases, including executive analytics to measure progress on implementation of the forthcoming 2022 National Defense Strategy, a common operational picture for Combatant Commanders from the operational to the strategic level as part of the Advancing Data and AI (ADA) initiative, and better tools and analytics to assist the Department’s senior leaders and Combatant Commanders with dynamic campaigning. 22
  • 33. . Responsible Artificial Intelligence (AI): Ethical Artificial Intelligence (AI): There are three key principles of responsible AI: •Fairness – This principle is about ensuring that everyone has a fair chance to benefit from AI technologies. •Accountability – This principle relates to the ability to explain and justify decisions made by AI systems. Humans are accountable for AI design, development, decision processes, and outcomes. This includes thinking through the impact of choices made in the creation of a model. •Transparency – This principle is about making sure that the decisions made by AI systems are understandable and explainable. For example, if an AI system makes a decision that seems unfair or unaccountable, it’s important to be able to understand why the system made that decision elements of ethical AI construction are: •Protection of individual rights: Ethical AI models incorporate protective measures to uphold individual rights, such as the right to privacy and an equitable structure for all users. •Non-discrimination in solution construction: There have been several examples of bias in AI-based tools and solutions. Organizations and experts must take it upon themselves to be the change and facilitate more humanized solutions to these challenges and risks. Creating a continuous auditing system and an intent- based solution (emphasizing causal and intentional over the more common correlation-based algorithm refinement practices) will be essential as more regulation comes to the field in 2022. •Awareness, responsiveness, and an ongoing commitment to change: Simply constructing the solution isn’t enough. Data science teams ought to implement plenty of “space” for ongoing awareness and risk management and responsibility and commitment to retraining the solution as often as possible to omit the risk of manipulation, bias, or other such ethical dilemmas. While this may seem to be an understood need, it is not to be understated. It’s essential to the core concept of ethical AI construction. Responsible AI lies in the ethical principles that help guide company goals, policies, and culture for ethical practices in the application of AI. Ethical AI defines the ethical principles, policies, laws, rules, guidelines, and regulations that are related to AI. 24
  • 34. SHOULD THE DoD HAVE A QUANTUM STRATEGY????? https://www.quantum.gov/strategy/ 25 Should DoD Have a Quantum Computing Strategy:
  • 36. The government’s interest in quantum technologies dates back at least to the mid-1990s, when the National Institute of Standards and Technology (NIST), Department of Defense (DOD), and National Science Foundation (NSF) held their first workshops on the topic.1 NSF described the field of quantum information science in a 1999 workshop as “a new field of science and technology, combining and drawing on the disciplines of physical science, mathematics, computer science, and engineering. Its aim is to understand how certain fundamental laws of physics discovered earlier in this century can be harnessed to dramatically improve the acquisition, transmission, and processing of information.”2 In the nearly 25 years since NSF’s first workshop, quantum information science has advanced and its potential to drive major advances in computing power, secure communication, and scientific discovery have become more apparent. The U.S. government has rightly recognized that it needs to play an active role in ensuring the nation remains competitive in this critical field. This report also makes 10 recommendations across these policy areas to Congress: 1) Reauthorize the NQIA and appropriate at least $525 million per year (in addition to the CHIPS funding) for FY 2024 to FY 2028. 2) Fully fund the quantum user expansion for science and technology (QUEST) program authorized by the CHIPS and Science Act to improve researcher accessibility to U.S. quantum computing resources. 3) Establish a quantum infrastructure program within DOE to help meet the equipment needs of researchers as part of the reauthorization of the NQIA. 4) Fully fund the NSF Quantum Education Pilot Program authorized in the CHIPS and Science Act, which would allocate $32 million over the next five years to support the education of K-12 students and the training of teachers in the fundamental principles of QIS. 5) Direct NSF to collaborate with NIST to conduct a systematic study of quantum workforce needs, trends, and education capacity. 6) Authorize and fund a DOE-led training program that partners students studying toward bachelor’s, master’s, or Ph.D. degrees with DOE national labs for hands-on QIS experience. 7) Direct the Department of Commerce to work with the Quantum Economic Development Consortium (QED-C) to review the quantum supply chain and identify risks. 8) Direct and fund the recently established Directorate for TIP within NSF to establish quantum testbeds for use-inspired research. 9) Direct DOE to establish and lead a program that invites allied nations to co-invest in quantum moonshots. 10)Direct NIST to prioritize promoting U.S. participation, particularly from U.S. industry stakeholders, in international standards fora in the reauthorization of the NQIA. The U.S. Approach to Quantum Policy by Hodan Omaar October 10, 2023 https://datainnovation.org/2023/10/the-u-s-approach- to-quantum-policy/
  • 37. 27 NOTE: According to a blog post by Omdia chief quantum analyst Sam Lucero , access to quantum computing resources can cost about $1,000 to $2,000 an hour for cloud access, compared with $20 million to $40 million for an on-premises hardware sale. https://www.quantumbusinessnews.com/infrastructure/13-companies-offering-quantum-as-a-service
  • 38. IBM Quantum IBM’s quantum system features a 127-qubit processor and the company’s Qiskit quantum development toolkit for building and deploying applications. Users can even build and execute quantum computing circuits. Google Quantum AI Google provides researchers with access to its quantum computing hardware, allowing them to run their quantum programs on Google’s quantum processors. Google’s Cirq is an open-source quantum computing platform that enables users to build and test algorithms. Amazon Bracket Amazon Bracket users can test their algorithms on a local simulator. Likewise, they can use the Amazon Bracket software development kit for building quantum applications and running algorithms on quantum computers. Microsoft Azure Quantum Microsoft offers cloud-based access to algorithms created by 1QBit and Microsoft. The Microsoft Quantum Computing Kit includes chemistry, machine learning and numeric libraries. Alibaba Cloud Alibaba Cloud offers access to an 11-qubit quantum computer via its cloud services. The platform is open to scientific researchers. Public users can learn about basic quantum information knowledge on the cloud platform and interact with scientists online. D-Wave Leap D-Wave’s Leap quantum cloud service provides developers access to a cloud-based quantum processor build quantum- hybrid applications in real time. Developers can also use a feature called the hybrid solver service, which combines both quantum and classical resources to solve computational problems. 13 Companies Offering Quantum-as-a-Service 28 https://www.quantumbusinessnews.com/infrastructure/13-companies-offering-quantum-as-a-service
  • 39. Xanadu Cloud Xanadu Cloud offers users free access to photonic quantum computers, software, and support. Its free plan provides users with credits for running small workloads on its Borealis quantum hardware. It also offers a full-stack Python library for constructing, simulating and executing programs on photonic quantum computers. QuTech Inspire QuTech’s Inspire claims to be Europe’s first public-access quantum-computing platform. It offers users a two-qubit “semiconductor electron spin processor,” a five-qubit “superconductor Transmon processor,” and three simulators. The platform integrates with IBM’s QisKit. QC Ware Forge QC Ware provides quantum engineers with circuit building blocks to create and run algorithm simulations for data scientists, financial analysts, and engineers. It focuses on binary optimization, linear algebra, Monte Carlo methods and machine learning. Quantinuum AI Quantinuum’s AI platform incorporates quantum natural language processing, cloud-based quantum machine learning services, and quantum deep learning. The company also offers a quantum computing software development kit, TKET, to create and execute programs for gate-based quantum computers. AQT AQT’s ion-trap platform is a freely available online quantum simulator, with or without noise, for the office environment. It seeks to bridge the gap between exploratory academic research and highly specialized, commercially available, cloud-based resources. IonQ Quantum Cloud The IonQ Quantum Cloud provides access to the company’s trapped-ion systems via the Quantum Cloud API. It claims to be compatible with all major quantum software development kits, such as QisKit and Cirq. Terra Quantum Based in Germany, Terra Quantum provides users access to a library of algorithms, such as hybrid quantum optimization and quantum neural networks. It also offers high-performance simulated quantum processing units (QPU)and solutions for secure quantum and post-quantum communications. 13 Companies Offering Quantum-as-a-Service 29 https://www.quantumbusinessnews.com/infrastructure/13-companies-offering-quantum-as-a-service
  • 40.  How can AI be used to impact military and national-level decision-making?  How will AI impact other existing and emerging technologies such as cybersecurity, artificial intelligence, military intelligence, robotics, etc.?  Can AI be used to augment or offset soldier tasks?  How can current AI technologies used by companies for advertising be adapted to enhance domestic security? What are the associated risks?  How are adversaries using/developing/governing AI, and how does this compare to Western developments?  How can AI preempt and disruption military decision making?  Do we expect synergistic effects between quantum computing and AI? Will the first country with a fully realized Quantum capability likely win the AI race?  Does the Army/DoD expect to see AGI between now and 2040? Artificial general intelligence (AGI) is the representation of generalized human cognitive abilities in software so that, faced with an unfamiliar task, the AGI system could find a solution.  Are our installations utilizing AI to build a more robust and resilient cyber infrastructure?  How does AI impact the development and implementation of non-kinetic tools against the homeland? 40
  • 41.  The Root Cause of key barriers to accelerating the adoption of Digital Transformation (Enterprise “Technology)is centered around on People, Process, Technology, & Data (PPTD) Framework. The introduction of the data and big data as a key asset and decision enabler for organizations, has created the need for modification to the “People, Process, Technology” (PPT) Framework. The need to address Data as to the Framework due to its known importance has driven the author to address the new Framework as defined below in Figure 1. The new People, Process, Technology, & Data (PPTD) Framework 2023, serves to address the adoption of implementation of digital transformation technologies, for example Cloud, Artificial Intelligence (AI), Digital Twin, Big Data, 5G, Quantum Computing, Robotics, Automations, Autonomy, Augmented reality, Advanced Analytics, Application Programming Interface (API), Internet of Things (IoT), Blockchain, and Mobile to name a few. People, Process, Technology & Data (PPTD) Framework: The BLUF!!! 3
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