WEBVTT

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(gentle piano music)

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- Hello, I'm Bryan Schmidt
with Over the Horizon.

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Today, we're meeting with
Lieutenant General Harrigian,

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the Command Forces Air
Component Commander.

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Sir, thanks for being with us today.

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- Hey, it's great to be here, thanks.

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- Sir, I'd like to start
off, to start here,

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what efforts are currently
underway to adjust

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the command and control of
air forces in theater today?

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- So, over the last 18 months,

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we've been taking a hard
look on really how we

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optimize the tools that our

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airmen are using and
then take a broader look

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at our structure and do we have it right

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as we support the theater,

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which as you all have been watching,

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includes both OARI
operations, Afghanistan,

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and then the broader CENTCOM AOR.

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And so as you try to optimize the

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people that are operating
inside of all of AFCEN,

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not just the K-OC, I think it's important

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that we provide those tools that give them

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the opportunity to have
a shared understanding

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of each of those locations
that we're supporting,

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so that as we gather
that data and then focus

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as appropriate to support
the individual commanders,

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the data that's getting shared and then

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how we're communicating
it across our force

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and then to those specific JTFs.

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It's really optimized
to achieve the effects

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that the commanders are striving for.

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- Yes, sir.

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Sir, I've heard you speak on
this topic a little bit before,

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you've mentioned there's a great deal

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of innovation that's
required to help carry us

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into the future; I
think that is important.

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What do you envision a future

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AOC would probably look like?

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- I think it's important
we don't get tied up in

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what building and those kind of things,

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because frankly if we shoot for something,

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I would argue even 5, 10
years into the future,

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it's gonna be real hard
to understand exactly

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what tools are gonna be available to us.

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I think we have to think
about the attributes,

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what does that headquarters

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need to have beyond just
the human dimension of it,

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but the tools and the
ability to be resilient,

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to operate in a distributed manner

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so that you don't become a target,

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and then have the tools that

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allow all that data that's out there

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to get fused in a manner

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that allows us to stay ahead of the enemy.

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For me, this comes down to
decision-making and working fast.

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Those of us that have been
in our Air Force for a while,

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realize there's a lot of
systems out there; some

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of them are very stove-piped,
they don't come together.

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So, the integrator ends
up being the commander,

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because I'm getting information
from you, from this entity.

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Unfortunately, it comes to
this small noggin of mine

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to try to sort that out
and then make decisions.

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So, the intent would be
that system pulls together

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this data and clearly
there's still gonna be

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an integrating function required,

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but the big idea here is
that the collective team

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has a shared understanding to
facilitate those decisions.

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And then the other part
that I've been pushing

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on here is we need to think beyond

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just airspace and cyber: I believe,

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whatever that op center looks like,

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it's got to have the
capability to include the land,

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maritime, you can argue subsurface,

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even electromagnetic spectrum.

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Now, that'll be a heavy
lift, there's a lot

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of work to be done there.

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That's why when I say the vision

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of what it exactly looks
like is gonna be hard

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to specifically decide
on what that will be,

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but I believe you can
take incremental steps

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in route to where we wanna go.

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To me, I think that's the key to success.

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If we're gonna get there, you
have to have this resilient,

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open architecture that, as
those new capabilities come on,

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we can immediately plug them
in and it doesn't take us

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three to five years to make that happen.

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- Yes, sir.

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Sir, you mentioned basically how we work

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with the other domains, especially
Air Force is working for

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air, cyber, and space right now.

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What kind of steps can we do
to improve the existing domains

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of land and maritime right now?

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- That's a pretty big challenge.

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I think the key here is,

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a little bit of what
you're asking me about

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would be nirvana, the perfect,

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everybody sees the same thing,

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regardless of what domain
you're operating in,

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and I think that may
be a target out there,

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but ultimately, you have to kind of

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choose the fight you're in,

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and see how we optimize what
we have to win this fight

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while shaping ourselves
for the big end fight.

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And you all are very familiar
with where we're going

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with this strategy and the powers

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that we would have to compete with.

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So I think you could take
what we're doing here,

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particularly as you look at land, cyber,

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and work towards what does that,

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and the framework that I
use is actually planning,

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executing, and assessing,
and look across those three,

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and say, "All right, when we're planning,

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"how do we synchronize those
efforts across those domains?"

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And it's challenging.

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Why?

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You've got classification issues,

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you've got stovepipe processes
that have a challenging time

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in coming together in
time and space for us

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to make decisions that
allow us then to execute,

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because that execute piece, I would argue,

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we're very good at in terms
of the plan's pulled together,

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you have guidance from the
tent and it's communicated,

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our experts, whether it be in cyber,

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land, or in the air, they're outstanding.

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They're the world's best.

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But trying to synchronize
that into an operation

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that allows the effects to be
achieved in the manner that,

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from a planning perspective,

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understands the second
and third order effects,

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and the execution phase
is agile enough to adjust

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to an enemy that's gonna get a vote.

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And then I would argue that it comes back

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to that assessment piece where
our assessments right now

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are all within their own little world.

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I mean we need to figure out
how you pull all that together

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to have particularly at the JTF level,

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a holistic view of how that's all worked.

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And I think there's a lot
of work to be done there

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from both the planning perspective
and then even execution

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to have a common operational
picture of what that looks like

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so that you can actually
be agile enough to respond

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with resources and do that
in distributive fashion

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so it's not all centralized.

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So those are the challenges.

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What that looks like, I think,

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is frankly to be determined
and we're gonna have to take

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deliberate steps, not huge
steps, but incremental steps

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that allow us to get there.

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- Yes, sir.

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Sir, on the same topic,
you've talked before

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the importance as a commander

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of eyeball-to-eyeball communication.

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Do you see perhaps a future CFACs

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being co-located with JTF commanders

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or other component commanders?

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Or do you think they're
better off with the AOC?

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- That's a good question, I saw you were

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gonna give me that one
and I thought about it

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a little bit, and initially
I was gonna give you

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the standard patch-wear
answer, "it depends."

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But the more I thought
about it, I don't think in,

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at least any fight that I
could envision right now,

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that we could afford to just put

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all the commanders together.

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While that would help for

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that level of thinking,
at the end of the day

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what I've learned in my time here is that

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you have to connected to your force.

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When I say that, that's
your headquarters staff,

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and then even those that
are executing for you.

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I can provide guidance and
intent that people can read.

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They look at their two-pages and go,

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"Okay, yeah, I got it." Or
you find that you really

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need to iterate with them
and allow them to hear

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your intent the way you think about things

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and ultimately I think the key here

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is really that they understand
that you trust them.

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If that trust is not there,
then you're gonna have

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situations that arise that
you probably don't achieve

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what you're looking to achieve.

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At the end of the day, this is
about killing and surviving.

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- Yes, sir.

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- We can't forget that.

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When the rubber meets the
road, we gotta make sure

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from the commander all the way down to the

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youngest airmen, they're
aligned with our intent.

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If you're off hanging out with
the rest of the commanders

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I don't believe you're
gonna be able to do that.

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- Yes, sir.

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So on a similar topic to that then,

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in the air domain we're very good

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at the command and control.

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How do we better separate
the strategic and

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operational planning,
to basically link with

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the other domains from that
kind of command and control?

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- As you look at the strategic

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level policy guidance that we get,

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naturally that's gonna
be broad narrative format

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that I believe, at the operational level,

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you have to take what'll be the intent

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of the administration and
frankly operationalize that.

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So that in the Air-Op center, we do that.

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Largely through building the plan,

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you go through the Air
Operations Directive

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and SPINS and then
ultimately create the ATO.

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But into the future, I
would argue our construct

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needs to migrate to a
more distributive manner

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and that as that planning
is getting built,

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our echelons beneath us have the ability

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to already be in our head.

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In other words, if we get
cut off and they gotta

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go execute, they already
have to have something.

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Right now, they kinda wait for the ATO,

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then develop in their
specific mission plans.

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But I would argue is we go foreword here

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as that strategic level, clarity,

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and guidance starts to come out.

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There's already tools we're using today

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that the wings, at their
level, are starting

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to see the intel, starting to see

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the construct of the
broad plan if you will.

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Those tools, I think that we've developed

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primarily in the intel arena need to

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start migrating into the areas of planning

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and then execution so
that, again if we have that

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shared understanding across the force

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it's not gonna be to every cockpit

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or every cyber operator or
guy that's working space.

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Those entities that have
an echelon of command

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are tied into the planning so that they

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broadly understand what
that strategic operational

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transition looks like and then what

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that plan looks like.

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We have some work to do there.

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I think we've made some progress on the,

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like I said, the intel side of the house.

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I would say we're still kind of stuck

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with the push the ATO
out, and it is what it is,

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and there's probably ways in the future

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that we're able to be
turning that process quicker

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because of the tools that
are available to us now.

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There's some work to be done there

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but I would offer that given the speed

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that we're gonna have to fight at

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and the multiple domains
that'll be contested,

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we've gotta go faster.

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It'll be, I think, a
combination of the tools,

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TTP's, and frankly the
people and how we share

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that information to allow us go faster.

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- Yes, sir.

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Sir, we certainly appreciate
your inside perspective

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and I know your time is valuable,

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so I got one last question to close out,

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which would be, if you
had unlimited resources

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or authority, what would
you really change right now?

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- I chuckle at you even
asking me that question.

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As I thought about that,
I think particularly

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for the air component, we operate always

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in constraint of resources.

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The challenge you get into if
it's completely unlimited is,

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particularly for my AOR you'd go, well,

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why not have a CFAC for
Afghanistan and a CFAC for OIR?

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Give them their own air component.

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Certainly something to consider.

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Do we have the resources to do that?

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I'd argue probably not.

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Now if you were able to net down

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the size of the headquarters

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and provide those tools that allowed us to

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do all those things that were required,

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there might be some
middle ground in there.

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As you're well aware,

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you know we've got this AIDF construct,

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I would tell you the
challenge with that is,

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how does that JTF headquarters understand

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the difference between what the K-OC does

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and what that AIDF does.

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That's the tension you would probably

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be able to mitigate a bit
if you were able to do that.

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But I just don't see that as a,

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an answer that's gonna present
itself our way anytime soon.

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What was the other part,
you said resources and what?

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- Unlimited resources or authority,

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probably employ air
forces today's theater.

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- The authorities piece,
again is an interesting one

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because as you look even back into OIR,

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we went through iterations where

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you have authorities and
then you have permissions

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and there's always tension in that.

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Again, as I've sat
through this job there's

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areas where you can try
to shape those authorities

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to get you what you need but
I'll also kinda come back

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to the important word of trust.

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Because, at the combat
and commander level,

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they have to trust the
components to do their job.

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If they don't trust them,
what are they gonna do?

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They're gonna pull the authorities
back up to their level.

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So I would argue that our job first,

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is to ensure that they trust us

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and then give us the authority to do what

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we need to do to execute the

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operations that are given to us.

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There's a human piece of
this that we can't forget.

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If I had them all, I think
there'd still be challenges

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that would be had out
there, regardless of how

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that all played out because
at the end of the day

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if you have all that, you better deliver.

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- Yes, sir.

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Alright, sir, we certainly appreciate

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the opportunity to sit
down and talk to you today.

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Thank you for your time.

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- Thanks a lot.

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(gentle piano music)

