 Good afternoon. My name is Gregory McCooch and I'm the Defense Intelligence Agency, agency's representative here at the Naval War College. I have the privilege of introducing our guest speaker today. Lieutenant General Glavey serves as the deputy commandant for information for the United States Marine Corps. He serves as the commander for Marine Force's strategic command. And just in case, you know, those two jobs weren't time consuming enough for him. He also serves as the director of Marine Corps intelligence. And in those three capacities, General Glavey is responsible for how the Marine Corps uses information, intelligence and cyber in pursuit of tactical operational strategic objectives for the Marine Corps in steady state crisis contingency and conflicts around the world. Today, Lieutenant General Glavey is going to talk about information as a war fighting function. Without further ado, General Glavey. Thank you, sir. All right. So I guess the one thing I really want to get right before I dive into my comments is thank you. Thank you for what you're doing. Thank you for continuing to serve. Obviously, you're very successful in what you do and to get you to this point in life, which means you have plenty of opportunities. The fact that you're here studying bigger, stronger, better, faster back to the fleet, back to the operating forces and critical planning bill. It just says a lot about you. So if I don't do anything right in my precious time with you is really to thank you. This slide, I use variations of this slide, but if I could tell you a quality that's so required today at probably any rank, but certainly at a leadership rank, it's this idea of change. I know that sounds very simplistic, but change in execution is perhaps one of the hardest things one could possibly do. I've had a little bit of advantage here. On my best day, I'm a fleet average helicopter pilot spent most of my adult life in aviation and found myself in this world spending six of the last eight years of it smack dab in the middle of this weather up at Fort Mead for five years are now down here in the Pentagon. I've had no other course of action except this one, right or die or get run over, get thrown out of the out of the building. So this idea of change, though, the key ingredients certainly looking in the mirror is this idea of humility. Right. If we don't walk into the place with this sense of humility about ourselves, we're going to screw this up. Yeah. And I think as I see in the building now, I think this is really starting to happen. And I put this JP one up there. I know I don't know if you're, you know, I've done four tours in the Pentagon. So this idea of joint doctrine being part of a slide may make you cringe. This is really, if you haven't read it is really well done. And this chapter specifically, I think really gets at the nuance of where we find ourselves and really ultimately where you find yourselves, especially if you end up in in planning builds, bullets change is not for the faint of heart. It is not. And there are so many positive things about, you know, the reluctance to change. Of course, you know, as an aviator, we say that change is the mother of all risk. Some author once said if you do something 10,000 times, you're really going to be good at it. In aviation, this idea of change from changing flight schedules to changing ordinance loadouts to schedule times and cruise all have to have approval processes. Right. That just doesn't happen. Hey, you do you want to go flying? Do you want to go flying? Right. It doesn't happen. So, so again, there's a lot of risk there. Right. There's a lot of risk. Right. People get hurt. We break things. Again, obviously a category in of itself, but, but this, this is different. Right. We have to, you know, as part of our DNA, understand the change we find ourselves in. And I'm just reporting back from the Pentagon, like we have no choice, the depth set death, like she's a force of one, making this happen, good or bad. And I think the Marine Corps because of force design has set us on a path that makes us a little more adaptable, consumable, though sometimes I wonder. All right, here we go. We've been here before, you know, you're in a elite institution studying things like this, but the Marine Corps and the joint force have found ourselves in awkward places in history. And this just happens to be a Marine Corps example, but a very powerful one. I've had in both of my tours as Lieutenant Colonel Colonel command have General Dunford talk, right. If you haven't just as I'm stealing his stuff right now, but, but he talks about this as old man was part of this, this fire brigade that goes off and fights in Korea. But of course, you know how it all happens. Marine Corps goes from over 400,000 down to about 30,000 Marines, right. North Koreans come over 30 parallel roll the whole peninsula up all the way down to the small city of Pusan. What's left is the Pusan perimeter and enter this Marine provisional brigade right soon to be called the fire brigade. This is not a hodge podge right this is our best and brightest these are World War two vets. The leadership is top notch. This is the tenderloin of the Marine Corps so Farron Bach, in his very kind words, certainly provides a characterization of what you would expect as Marines, most of you, right to honor courage and commitment to discipline the focus, the persistence. But at the end of the day, all that matters really matters and you know that. But, but they don't show up with plastic knives and forks to a gunfight they show up with advantages, very thoughtful innovative disruptive advantages. And of course in the middle is that crazy thing called a helicopter, we're taking them literally out of the other wrappings from Sikorsky, right literally the elder who's building them himself, and we put it right into the fight. And ultimately this thing becomes the fire brigade is because this idea of reconnaissance from three to 5,000 feet is, is mind numbing right the ability to actually see the adversary, understand the adversary and ways never done before. Right, we are able to kind of do this fire brigade thing, because we have ability to execute reconnaissance and truly understand where the adversary is going to be and what they're going to do. Of course on the left there, there's nothing fancy about an escort carrier full of f for us that are, you know, the pride of World War two and the island hopping campaign. At this point in our history the Marine Corps doing close air support, and really get in the art of combined arms going. And that's what we're doing, we're spending a lot of time on that. So that chocker block full of airplanes becomes this idea of combined arms close air support, and ultimately the start of the mag tap. Right, so, so there's a lot going on there's a lot of disruption and innovation going on that gives this this this force, to the world to the physical is three is the one advantages real asymmetric advantages. Ultimately, this super bazooka the 3.5 inch rocket propeller grenade is is is changes the whole face of the battle, the Russian T 34 tanks at this point in time are unstoppable right, the 2.37 inch bouncing off. Of course, 3.5 inch goes through and everything suddenly changes and certainly Baron Bach is right about what he said about those Marines or any part of the joint force and I'm, you know, I'm procule using Marines as an example. But the end of the day, right, they show up with an advantage and advantage, certainly with a technology piece to it, but people making it happen. What's our advantage. You know, here we are 2024. Right, we are in the middle of this change per JP one. I think the leaders that are going to lead in the future probably understand it better than the people have provided the technology and capabilities that we need to bring to bear. It's, it's, it will all change and change rapidly. As we look at different initiatives being done by Office of Secretary of Defense, but but ultimately, right, it's, it's going to be here. It's got to be here this is going to be whoever can win this fight is going to have the advantage, ultimately, and certainly everything that we do as Marines parochial Lee at range 400. Locate and close with the destroy through fire maneuver is all part of it don't underestimate it. But at the end of the day, back to that asymmetric advantage of how we show up to fight what it's going to be. We got to do this, and we got to do it well, and we got to do it fast and we got to do it in ways that we're not understanding of today. We got to make sure the leaders of tomorrow truly understand the power of this but this is the future. And of course, this idea of information is is being set to another scale, which has to be worrisome. Right on the left there classic you know spent five years up it's it's your cyber command. Love to tell you about colonial pipeline sometime and in an appropriate classification and all the great job that our Marines did in the middle of that. But at the end of the day almost predictable what's on the left, right, classic, right what what we would come up with as we do course of action development. But, but, but what's happening on the right is probably even more worrisome, right, that that gets into soaks into our, our culture and our civilization we got to be very concerned about it. We can't talk about data without talking about space. Maybe one of the things I am most proud of it, my for cyber when I commanded it is the common on asked me to stand up my for space, and then we commanded it out of for me. And there was a lot of pushback why, why is the record, why is record doing space, you know why, why is this, but I'm just telling you I'm here to tell you, no space, no chance. So I haven't spent my adult life in aviation. And everybody understands how the JFAC works in the chaos and, and, you know, the first thing that happens any old plan right we got to get air, air superiority we got to gain an event advantage in the air domain, because so much else was relies on it. Well, this is the ultimate high ground. No space no chance don't don't bother don't don't don't bother. This is critical as we move forward more and more space the ultimate high ground space Inventesimal where does it, where does it start where does it end. Right 2.99 times 10 to the eight meters per second is our limb fact in space. Right now we're going to take advantage of that really is thought provoking. And, you know now I'm a data guy now I'm a cyber guy now I'm a network and I'm an Intel guy now. I'm doing all that in the battle space so think totally different on how we're going to use space and how important it is to be the best possible partners that you can, and be the best customer the best user the best, the best operator and how space is actually going to say it's fragile, maybe certainly like that that helicopter that I showed you earlier, or when Mitchell went out and bomb the USS Osprey lands and sank it in 19 for right fragile yeah perhaps a man daily that shit's changing right daily. We'll talk about this in a little bit but the Russians perhaps the best EW capable nation, certainly pre Ukraine and they're having hell of a time here, hell of a time. Of course, really proud of this we put this together but John Glenn's third orbiter and friendship seven is this picture a Polaroid that he took from the capsule of sunrise, and believe it or not, it's over the South China Sea. So, when we made our smart for space and when we captured all that good marine that he that he was no space, no chance. But I'm telling you, it's very much how we're proceeding and there's obviously a whole microprocessor technology aspect to this, and it don't stop right. We all thought Moore's law was going to end 2020 2021 but but our ability to execute the the the etching of these chips is only increased and improved. The hockey stick inflection point is right around where this crazy nutty thing called the cloud was it started out as a buzzword, similar to AI and ML they're, they're all buzzwords, until you bring it to practical application and drive outcomes. Right and that's exactly as we mass data, right in a cloud environment, right we can mass storage we can mass computation and we can do things at scale that you can't do in other places. I know it's basic logic but but until you unwrap that and understand how all the rest of your networks got to work and where your data really matters. If you're going to be a data centric organization understanding the power of the cloud and the ability to mass right moose must really important. So, so where does this all collide. I'm in a great schoolhouse so I might as well go here I was tempted to remove this slide but he will not risk cannot win. Right, so the guy on the left is infatuated with the guy on the right, right and this idea of commandership and why Napoleon was so successful is this idea of you know fingertip feel. He knew the battle space he he could sense it and he had that sixth sense obviously had a hell of a lot of experience. So, and so all internalized, you know, amazing mind certainly end of the day fails fails miserably, one might add. And, and so as we have this discussion on data centricity. We're bringing something else into the fight something that has to have, perhaps a little more of a role than it traditionally has. I made plenty of poor decisions, you know wasn't in the room. I've made plenty of poor decisions and I was in the room, but but certainly as a nation on why or why not we should do something. And I'm always just to share with you in, you know, in the three star four star discussions in the. Okay, where's all our facts. We're going to go to the common with decision, make sure we got all the data right and make sure, you know that we have a sound discussion because where we're going to go. That's just like Napoleon we go with our gut. And that's what we do. Go with our gut. We love it our experience, especially people my age. We frame that experience and we frame it and we put it on something. And sometimes it's beautiful. It's a great match and you're, you're amazing you're a hero, and sometimes not so much. We, we can't risk that that. I'm not taking away anything of what clouds, it's talked about in the power of that sixth sense of understanding the battle, not for a second, the more experienced, the more better, right. But things are changing so fast that one has to make sure they don't show up with gaps back to those advantages. And how do you do that. You know, right now it's, it's making sure that we truly gain ultimate, ultimate decision advantage. That's what it ultimately comes down to. I've been watching the 18th Airborne Corps very closely, I think as Marines, most of you in this room, you'd understand 18th Airborne got it going on, you know, got it going on. They're concerned about two things, command and control. You know, we like to say General Milley has given them a front seat and all the. I've been there, been to the bowling alley and these bottom where they executed task force drag in where they went from executing a Neo mission upon arrival to executing a maintenance and training mission for 155 and high Mars to executing a third party reception of all coalition equipment to actually do a full blown targeting cycle. Right. Same staff, all data centric. They, they, they're enamored by it from General Corella, obviously the sent com commander to General, General Donnie you right. That's their thing. As we worry about force offerings for contingencies and crisis around the world. They're doing AI enabled course of action development. You can write that down, maybe a little, little bit of, you know, I, you know, back to the comment on with that but but so so important, right, got to give them credit and I'm watching them, and we're fast followers. We've been taught this lesson before how to operate in the information environment how to use the cyber domain, how to use information as a war fighting function has been taught to us in the past. I was at US cyber command, when all this went down, you talk about being flat footed, looking in the mirror, you know, not ready for this not ready for out of the northern Iraqi desert comes this rag tag group and up gun Toyota trucks pick up trucks with Android six and hotspots and V sat and some graphics capabilities and through the information environment and using information as a war fighting function. They proceed to take over two countries. They argue, have a good discussion on that intellectual discussion, but watching it up close and personal, man. This was not Zarkawi, right, song off heads, you know, excuse the visual, right. This, this was theater, right, that really powerful messaging. This was deep cognitive they go from 10s of followers to hundreds to 1000s to 10 to 1000s to 100 to 1000s to millions of followers, people buying it, buying it. I was saying right dark side of the force, but but we've been taught this. And of course the far left corner was very real when you know they're coming for Baghdad. And this was not this was awkward, very awkward, but they controlled they control the cyber domain, specifically freedom of maneuver. And they're they're able to use information in ways, perhaps our lack of image and imagination didn't allow us to of course it all changes. In October 2015, Paris turns into a video game 130 people dead on the streets. Finally, finally, finally, hey, y'all, we got to do some. And I was, I was there of course out of my league per se with Admiral Gilday, CNO Gilday, one of my dear friends and go anywhere with him. And then he is there, General Hawk shows up a little bit later but but some of these heroes in the cyber domain, beginning to rally around cybercom putting some of this together. And so we create joint task force areas, if you're familiar with it, and General Acasoni is really the first commander of JTF areas but it was cybercom's response to the joint force and how we're going to get after this. How are we going to disrupt, and that was a key word, their ability to move maneuver in the cyber domain we had to stop it, like we had to stop the theater we had to stop the Cecil B DeMille quality that they were bringing to bear. I mean this was not this this was high end stuff this was varsity stuff. And so JTF areas comes on the scene and, you know, get some runtime going and improves to be successful from a metrics standpoint on their ability again back to disrupt what the adversary was doing. And, and to this day, you know, still on it, JTF areas is pivoted from, and this is how important this capability was from from counter terrorism, integrate power competition. I arrived back after my little two year vacation as a commanding general second Marine aircraft wing, love and life back into a very comfortable environment that I know and love. On a March afternoon, raining outside of a church in Camp Lejeune, General Miller tells me I'm going back to Fort Mead. I arrived, and, and Joe Nakasone is now commander cyber command, and he gives the Marine Corps this mission rings were at the center of it. They had the best terrain per se. But then we had it. He gave it from a C to standpoint. So what he did next for me. He says skirt the first thing first mission I'm going to give you is I want to totally declassify what JTF areas did. And I want you to sit down on national public radio, do a podcast and full interview for publication. This is TSS CI you can only imagine an essay and everybody else was doing, but we did. We totally released this so back to this information environment and how one operates in there. Nakasone is obviously an expert at this and he is brilliant. But this highly classified, classified mission, right becomes unclassified. And now we tell the world that we're at it, good or bad, you know, it's not going to not going to solve world hunger, but now you're engaged you're in the fight. Really powerful. Of course, our adversaries are great at this right. The Russians got help us all built on a lie. Soviet Union, right, no one, no one does it better. No one understands this include the cyber piece of it as well. They're really, really good. They're this good. Right. Very members when Crimea happened. Just a freak freak of luck, you know, no, no, it's really well thought out. Again, never underestimate your adversary will do that. We always find ourselves in such awkward places. But all this stuff on top is happening right State Department man. Why why you know someone's crashing into their networks right and they terrible like a volleyball match. The Pentagon 14 days. Now we'll shut down 14 days as you a cyber command for that. And of course, the White House right. Why, why, why, you know what would the Russians be so interested in the senior level decision making organizations. You know, if you were a force, right, if you were an intel officer and your commander said hey, go provide me the intentions of the adversary, you would figure something out but I bet you go to these three places. And Crimea, good bad dark side of the force, wildly successful. And we make fun of it little green man you know I remember all that right wildly successful. Information environment, winning as a war fighting function, making it happen. And the main effort is, is information truly is the ones and zeros of the, you know, fool me once shame on me fool me twice shame on you. You know, I will tell you his mind is more from a me so information cognitive approach on how he looks at things even though he's the durnsa and you a cyber command, you think you want to brick every server and etc exploit every one of them but but it's a moment at the end of the day. And this idea of taking the most exquisite Intel tssci the highest crazy level, right, and totally declassified from public release on newspapers all across the world. Bold stroke, disrupt degrade, you know, didn't, you know, it certainly changed the course, the course of history probably changed, certainly the course of events, and you know successor failure however this turns out. Right, but again, operating in this environment right this information, we're fighting function environment that I will tell you Paul knock us only really created and made it art and science. But, you know, not for the faint of heart, right, you can imagine, having, you know, even as the director of NSA, having this discussion about declassified and stuff like that. But you do that's not our norm right that's not how this works, very disruptive, very, very disruptive. Of course the Chinese similar path, similar path, you know, they have, you know, theoretically if there's four industrial revolutions right, they're not missing this one. They're all over this. They're all over this, you know, I not 10 foot tall, certainly 70 inches plus or minus a few or whatever your favorite height is on your PFT CFT, but, but, but they're after this they are, they are pure. Of course, a lot of practice, a lot of practice when you got 1.3 billion people and they're your first priority and understanding their intentions. Right, you get to be masters in the digital, the digital environment and of course they have done that and then some. So there's, there's certainly, as we look at Taiwan and we look at the play of things. There's certainly a Wilsonian piece to this right liberal democracy in Asia bastion of hope and all that good stuff feel good stuff who are. And there's this idea that 63% of microprocessors in the world right made in Taiwan, like that's real politic and, and 90% of all the high end chips are made there. And even though all the intellectual property may not be developed in Taiwan stuff is made in Taiwan import. Again, whether we're having a Wilsonian discussion or real politic discussion. Taiwan really, really important. And certainly things have to be balanced globally in order to do that. Very interesting thing here is we look at some of the other actions taking place. But believe it or not, the best etching and architecture of these chips lithography as it's referred to is is done by a Dutch company. A Dutch company bought an American company blah blah blah global economy. And next thing you know, for the past 20 years. ASML has been producing what's what's called extreme ultraviolet lithograph, like over 20 years of RDT&E, bringing to bear time now. Amazing, amazing capability. You know, 15x over the average norm microprocessor. This is Moore's law, continuing. Very important. So what are you going to do about it? Right. The Chinese obviously need a piece of the action right they want to keep keep pace with all this. That's going to be a problem. So a lot of the embargo and the barriers and that have been placed, right are part of this and the Dutch are kind of in the middle of it. Think about this capability takes 3747s transport and they're, you know, it's making something that fits on the, the, you know, hair follicle right that much equipment that size right in order to make something so so small but that's where we're at. Right, that's where technology is taking us. And this is an ultimate advantage when we cannot give up certainly not easily. Alright, so Marine Corps is hot on this information thing. General Neller really started it. I'll be honest with you. He comes in and does his thing as a 37th commandant. He establishes and we'll talk about some of the timeline, but he establishes information as a war fighting function. So general Neller started this off. So general Dunford starts it off from the chairmanship makes it a joint function, right information as a joint function, of course with the secretary just happens to be a couple of Marines I'm sorry there. But, but, and it leads to what the joint world is going to do so the Marine Corps boom hops right on that. General Neller, general Berger, big time. And, and of course, generally Smith, and, and general Berger, right so I walk in with general Berger as the as the commandant very interested in this stuff very, very interested. And so he wants MCD P8 written, and he is a very proactive pen in MCD P8. As, as we were beginning to have this discussion. Okay, let's take, take a step back from all the lexicon wars and really have a discussion on, on information, right. Like, like, we're at the, at a company or at a platoon, or even a battalion level. What are we talking about. Let's, let's be very careful, step out of, you know, operations in the information environment step back from a lot of the lexicon that's being laid. And let's just have a foundational discussion. And so that's what MCD P8 is. It's just this foundational discussion about what we're trying to do. It's a starting point. We're already looking at rewrite. And, you know, this thing is, is complicated. We're not going to rest on our laurels. But, but, but the bottom line I'm telling you this. This is top down. Right. And even in all the briefings with him. He always wanted to understand whatever crisis we're in, but, but really understand it from, from an information standpoint. What's the purpose what's the reason why is X visiting why what all these things and the messages that they provide in the cognitive impact that they have, but, but very, very powerful. So like everything else, we have a timeline of change. You see where all the MIGs are created again. That's all general Nellers work. The MEP information group is our starting point. Like anything else, got a task organized right person got task organized. So the MIGs is bringing together those organizations, those, those units, they're going to provide a C2 capability for the MEP commander in order to get shit done. Right. Really what it's all about in order to have a purpose method end state. There was so many things that a MEP staff may be done. You know, signals intelligence. Right. Very highly classified, really never any C2 to that gets complicated because of our relationship with the NSA, but, but, but there's no mechanism to see to per se and yet we're doing a lot of it. We need a C2 mission. And as you look at all the requirements for any type of mission like that placement access really matters. We'll talk about that. But, but what's the 0211 CI human requirements? What's all the calm requirements? What's all the data requirements as we start looking at this from an information standpoint gets complicated in the past we need care. You know, sometimes they would we do with the data. We're not so sure what we do with the data. Right. So, so this matters. Right. If we're going to understand the adversary, if we're going to understand what, what algorithms and machine learning is going to do, like all that data really, really matters. And you got to have a process to do all that. So, so the MIGs create that C2 node in order to do all that. And then you see the rest. So the MIG is up there. The joint pub. I just referenced on the way out. And then we're, we're in the final piece is going to sign it here in a couple of weeks. 8-10. So we went from this MCDP doctrinal discussion into practical application. We'll talk a little bit about what that means. But, but 8-10 is, you know, for the MEP staff for the regimental staff division staff, right to be able to say, okay, how am I going to do this. And there's, again, early in the process, but we're taking a lot of joint processes and now laying it. And just like I gave you an example about data collection in an Intel mission per se as signals intelligence that applies across the board. TPS8, right. It's a, it's a, it's a generate, it's a data generating machine. Right. There's a lot there to include what the adversary wants to see from that. This is oversimplifying it, but I'm going to go there anyway. But, but we had to start somewhere. So we basically started with, with four functions from an information standpoint. Obviously, we generate it. We preserve it. We project it. And we deny the adversary from doing all the above. Right. We just, just at the essence of it. There's a lot more to it than that. But, but, but just at the essence of where we want to go because you got to start somewhere. And, and looking at this now in 8-10 on how we're going to do that from a practical application standpoint. That's where we started. And explanations on each and why and where. And I, you know, I take briefs. Again, back to that singing discussion as the director of Intel, all that has to pass through us. Right. And, and all these questions right are part of those briefs as you, as you can imagine. And now we end up with a lot of convergence across the MIGs and other places actually to get after that. And why there's got to be a why there's got to be some value proposition. And, and these are the three, there's a three with the common on the Marine Corps, right, that we decided there's probably 103, but it's got to be three. And so we made it systems overmatch. We got to win the ones and zeros fight. Right. Got to win it. You got to win the ones and zeros fight. Right. There's back to that advantage. You need to do that. Prevailing narrative goes without saying, right, we got to be on good ground. We got to be on good ground, or, or we're going to be in a terrible place. And, and when we're not on that good ground, we tend right to have challenges. And then lastly, this was a big one and probably the most discussed one is this idea of resiliency. How do you take a punch? I mean, we don't really talk about that and most war fighting aspects. But this gets after in this environment, right, you're, you're going to, you're going to take a punch. Right. This information misinformation, bad news. Right. I mean, you're just, you're going to take a punch. How do you create the resiliency of your force in order to withstand that. I will tell you as a as a wing commanding journal crash and airplane. Oh my gosh. Right. It's like dragging a manhole come and, and certainly the tragedy of it all. Right. Is hard enough. But now it's all the information that goes along with it. Just very trying. So resiliency in a plan for matters. So we, we took that. And we just have a demonstration here and, you know, the, the, there's no accuracy in our, in our size of our squares, but, but I think it demonstrates what we're trying to do and where we're trying to go. I think this idea of Ukraine and Russia classic case, if one were to look at order of battle. Right. You give it all to the Russians. No doubt. Then, right, there's these other asymmetric things that come into the fight. And certainly the Starling piece, this idea of prolific low earth orbit capabilities and having C2 when and where you need it, and not being able to disrupt it. There's really something there there certainly provided an advantage and didn't come out on the slide but that should be a shaded block up there that, you know, exceeds the Russian military strength. So, so this idea of what Starlink does provides that systems overmatch. Of course the narrative you've seen this in action. Obviously, the president's pretty good at this right. He's been in front of audiences. He knows how to deliver and he does it and does it extremely well. And certainly, you know, there's things that that the coalition and other partners provide that help that, but, but no doubt, good. And then ultimately the resiliency required as well. Not for the faint of heart everything that's going on over there, but but just an illustration the demonstration of what what that could be. So eight dash eight dash 10 now gets into how we go practical application. How are we going to go from the theoretical cognitive big examples now into something a staff can put their arms around. So we go right to the joint force and go right to the models that are used today from a staff planning standpoint and try bring information into this discussion for the Marine Corps. Fortunately, there's a commander responsible for that. And that's the big commander, the MEP information group commander. So it's easy now for the MEP commander to bring this into his battle rhythm. Right. In order to execute to have a more wholesome discussion, this course of action development, whatever it may be, but someone accountable responsible to account for this. So we've created this information tasking order coordination order. I lived up it for me, you know, we did the cyber tasking order and our world revolved around as an aviator. I did the air task order my world revolved around it, good or bad or indifferent these orders, right. They synergize and create momentum and create tempo in an organization if you do it right. Right. If you do it right, you get good at it. Obviously there's a lot of my imagination required. No two days are the same. But nonetheless, right, you start driving outcomes. The so what becomes all right becomes it becomes fairly obvious and apparent, at least apparent, it may not be obvious, but pretty simple. But right, this is how we're pushing it in from a planning standpoint in order to get this momentum, even to be told, not quite right. So three math like often running. So there are there are test case and all this and how they're doing it, specifically the MiG but certainly with a math commander and a Marfor commander Marfor pack very much into this as well. General journey has always been a huge advocate and uses is used his MiG as about as good as I've seen. So again, nothing fancy here. And then how does it fit from from a doctrinal standpoint. And believe it or not, as we've been writing this doctrine and writing these reference publications and war fighting publications. The joint staff has been like, like, with us, very interested in how we're doing this again, not solving world hunger, you know, we're not fixing global warming. But but we got to get after this right, got to get after this we got to gain some momentum even to deviate from dammit, right but we got to go there, or what the hell just happened. We can't can't go through that again. So really, infant stages, small steps, lots of writing, lots of practical application, lots of feedback, what's next, what's next, what's next to what we're trying to do to really get this kind of mainstream, because ultimately, and you know, force design, force design is a thing it is our driving force so don't let anybody tell you otherwise there is, there is no lack of momentum we are on the cusp actually delivering things that were discussed in the last episode, right things that general burger said we're going to deliver deliver and really making a difference, really making a difference. But this idea of force design, you know, not not backing away from it at all. I wrote this article with General Schutler, General Schutler is a 95 year old Marine was in Korea. He's a F for pilot. He brought in the EA six B to the Marine Corps, he brought in the TPS 59 long range radar into the Marine Corps, he made the Marine Air command and control system something he made aviation maintenance a big thing, a big deal in order to make sure that the readiness are calling card neat guy 95 years old, and he calls me. I had him speak at second mall one time so I've known him a while now he says skirt I have been trying to get this article published you know 10 years now 12 probably longer, and can you help. Yeah, let's have lunch. So this 95 year old man walks all the way up from the visitor center all the way up to my office, all the way down to the second half mess, and we get there around 1130. And they're throwing us out at two o'clock. Right. He's brought all his books. He's brought all is his research, you guys would love it all the professors. He's a student of the game 95 years old. I said we're going to write a damn article, we're going to write it down, even if you've got a poll few strings, we're doing it, but but but what a neat guy, and he's, he's thoughtful he says you know, you guys are telling your story all wrong. This is a continuation of Halsey and Vandergraf right. They set the stage for all this you can just imagine him talking and, you know, I'm just taking it all in like you know kidding, kidding candy store and just so odd by this Marine and what he stands for, always disruptive. The abilities are off the beaten path, the A6B and, and even TPS rated and things we, you know, have really met the most to the joint force. The end of the day, as a wing CG and the guy's sundowning all those A6Bs, right, really meant a lot to the joint force that airplane and what it did. Yeah, could talk a long time about him. But this idea of designing a force with a, with a fighting foot ashore was was brilliant. You know, as, as we came up from the Solomon Islands to the Gilberts to the Marianas, Philippines, Iwo Jima into Okinawa, right. All that combined arm stuff that we were beginning to understand and truly do it from a naval standpoint fits perfectly to what we're doing today and, and it does. And you know it right this, this, this is a maritime fight. Right. This is the fleet Admiral this is the fleet commander driving sea control driving missions up and down this terrain, right, that thanks to our, our grandfathers and our great grandfathers, they've provided us this. Right. That that's the opportunity. You know, the Marine Corps is a value proposition to the joint force can provide. We're there. Right. We're there literally day in and day out. Many of you have lived there. Right. This is a natural, a natural occurrence for the Marine Corps and certainly other parts of the joint force, but we got a chunk of the Marine Corps out there, living this and really doing this extremely well. But this matters. Right. Placement and access matters, especially when I start talking about the rest of the things I need to do from information as a war fighting function. It matters. Right. It matters. Of course, you know, when we always have a discussion on tanks and other things, I said, man, I'm not sure how tanks are going to get around that but just a bad joke. So, as part of force design, as, as we wanted to complement the mix, right, and figure out how could we take authorities, approvals, capabilities that exist at functional combatant commanders, cyber space and how can we provide that to the operating force. And, and provide it in an implied way. Right. Obviously, everything goes by within through the geographical cocom. I know you're taught all that. But, but how can you one gain momentum. Right. But by looking at these capabilities that exist at Fort need, right, title 10 title 50, and capabilities that that exists out in Colorado Springs and Chantilly, and how can we create interior Alliance communication to get shit done. This stuff's really hard. Going through the authorities and approval process on this, not for the faint of heart, right capabilities that we can bring to bear, right, going to, and I say in other places, cybercom Marines forward deployed really a unique opportunity if the stand force concept is going to be a reality. So, record information command is really this idea of having this service retained. General Berger used to call me at my four cyber he asked me something about Queen Elizabeth deployment and cyber this and, and, and you can repeat this to him since he's no longer I'll be thinking myself. Hey, bro, I don't work for you. Right. Not really, not really, but, but that was a fact. I didn't work for him, and I should I needed to. And so that's why we created this. So he calls, man, I'm snapping and pop it right snapping and pop and direct order lawful order, all the rights see to in place to have a service retained force, sitting at Fort Mead with one foot in Colorado Springs, in order to fully understand what these functional combatant commanders are going to provide the joint force, and to get a to get a get a leg up right get some momentum going and general not Sony huge fan of this. And, you know, through his authorities and both of those co comms have global deployment authority. That's like really important right both of those co comms have global deployment authority because you know, right I can't move forces from one co com to another co com without secretary defense saying so. Service, Secretary of Defense orders book. Right that shit is hard, really hard. Right. This just creates this momentum. And, and, you know, general not to Sony and mentioned his name a lot but but very adaptive very innovative very disruptive. The idea of pushing cyber mission elements out from under us cyber com authority direct support to stand in forces in the first time and change think about the opportunity that has. On an enduring op order, out of us cyber command, and the same thing and stop going in the book here this month from space com doing similar. Little Marine Corps, like we're the smallest of all these forces like way small and sometimes being small has that adaptable trait to it that we've been able to do, but this is just about working in the information information war fighting function, and how do we gain momentum tempo, especially when we don't have the stuff, or the authorities, or the approvals. It's a way, and you know I always get in this fight. Well damn it, we need to move all those down to the to the operating forces we need to move all those authorities down and I got no problem with that and you can sign me up to that decades long discussion and probably things that I do and I engage Congress and send it on that as part of my job, but we're on the clock, right. We got shit to do today, tomorrow, the next day, right, this this has got just got to be a way in order to maximize these these opportunities. Okay, so, he Smith comes in. God bless him. And first thing he says okay, you know, don't burn it all this and of course these comments are all right they're going to. What's the next thing we're going to do hey. I want you to create this strategy and vision, and you're going to you're going to drive it into the rest of the Marine Corps because we're not moving fast enough. Obviously he's probably scolding me as he's giving me this great job but but but we're going to we're going to we're going to drive it in so this. The concept that we've developed and I'm just sharing it with you is this idea of fighting smart. Pretty appropriate. If we're going to be data centric. If we're going to have data drive outcomes data drive decisions data drive how we are going to do so we gain that advantage fighting smart of course, if your mcdp one acolytes right it's the last two words in mcdp one. It's a philosophy for fighting smart, you know, characterizing mcdp one. So, so this is kind of what we're looking at as we do our campaigning of sorts. So, I got the team right now, not not right now out at my four pack my four pack really getting after this, right they got they got urgency in their up front lights headlights. And so we're putting this together, and ultimately classic common on signature. It's going to be much it's it's about technology as well it we're going to go there we're, you know right now, as I review the palm the information portfolio for the supervisory role. Right I look at this stuff I'm saying man, this but we've been trying to put this thing together for four or five years, some of it longer, and it's all got to change. Right we got to get out of our hardware centric approach black box black box black box. I have too long in aviation. I despise black boxes. Right. This is really about our hardware at some, you know very precise level right not insignificant. It's about software. Right. It's about this continuing changing making your own luck approach, and certainly how we're going to interact in massing data, right. The whole joint fires network everything into pay calm is doing is is truly busting all those doors. So data is fully available when and where you need it at the right security level and and that's important to we can't be reckless in how we do it anyway. Right. This is just our approach we're focusing on three things right people readiness and ultimately modernization, and, and, and we're going to, we're going to give it our dam this and trying to push the next step of this and we're also doing a reference publication for the miggs. So that's, again, big part of my job is from thought to paper to to, as you know, it's just the starting point it writes up and you sign it. Now the fleet either an adopt or not, and pushback or not for us to improve. Okay, last slide ready for questions here but I was a huge boy fan still am still a huge boy fan was going down the Second Marine aircraft wing was really enamored by the U to loop, or basically the air combat maneuvering doctrine of the joint force writ large those maneuvers that we do basic fighter maneuvers Boids, like he developed all that shit out at fighter weapon, the Nellis fighter weapon school, just a brilliant, brilliant guy but obviously his claim to fame is all the strategic side of what he created the f 16 turn 50 years old 4,500 of those modern airplanes still on the street today, one of the most prolific fighters in the world, the most prolific fighter in the world. The f 16 was built around two people, the pilot and the maintainer, right the ergonomics on the airplane is absolutely amazing. It's a nine you got to, you know, it's a nine G airplane you got to go out and pull nine genes to be a 27 G missile, and then taking a motor in and out of that airplane hours couple. So, so Boyd very much and everybody thinks Boyd was a counter technologist and some respects he was, but he just wanted to make sure that people were the most important side of it. And whether it was tanks, Marconi's radios, or the internal combustion engine and tanks and vehicles. At the end of the day, the people who put the most into their people got the most out. And again dark side of the force but you know the whole Brit Blitzkrieg concept is one of Boyd's favorite examples of how that is done, when they had the least amount of everything, but yet used it the best people, all about people. Now just end it where I started it, and thank you, you know from the bottom of my heart. What you're doing it, what you're doing fact that you have so much talent, can do so much in life. You're here, you're studying, you're making yourselves better going to make the joint force better says a lot about you and I don't take it for granted certainly the comment I we got to talk to the other day, doing great would also echo that and want to tell you that in person here soon. All right, thanks again God bless you all and have a great, great day. All right, thank you.