Lt. Gen. Matthew Glavy, deputy commandant for information, described the release of the document, which was announced publicly Wednesday, as a major milestone in the Marines’ pursuit of digital modernization.

“Our fight for and with information needs AI now,” he wrote in the foreword for the strategy, noting that the war in Ukraine is demonstrating how the tech can enable faster decision-making.

“This strategy sets the conditions for delivering modern AI capabilities to support decision advantage in expeditionary advanced base operations and littoral operations in contested environments,” Glavy added.

Leaders of the Corps see opportunities for AI applications across warfighting functions as well as business operations.

However, the service faces AI-related challenges, including misalignment of the technology with mission objectives, competency gaps, difficulty deploying capabilities at scale, governance frameworks that hinder innovation, and barriers to collaboration, according to the strategy.

“Addressing these challenges will require significant resources,” officials noted.

The document lays out five key goals for improving the Corps’ posture.

“The primary aim of this strategy is to gain a comprehensive understanding of mission-specific problems where AI offers a solution,” officials wrote. The Deputy Commandant for Information Service Data Office has been tasked with shepherding that effort.

The Marines intend to create a repository of “candidate Al use cases” and a mechanism to manage the use case process that will inform service-level decisions and activities.

Boosting service members’ know-how for building, supporting and sustaining artificial intelligence systems and related tech is another top aim, which it will support with “stop-gap” training and education “at all levels” of the force.

“Immediate action is required to address current skill and knowledge shortfalls, while the long-term solution of transforming the Marine Corps workforce is being planned and executed,” according to the strategy.

To improve AI talent management, officials will be looking to provide financial or other incentives to personnel with specialized high-demand skills and to pursue organizational shakeups to better match individuals’ abilities, skills and interests with the military’s warfighting needs.

The need to scale the deployment of artificial intelligence technologies, including through modernization of data management, is also top of mind.

To facilitate those efforts, one of the strategy’s goals is to establish “enterprise-to-edge infrastructure, develop and publish standards, and integrate security that enables reliable, fast, and effective Al solutions,” officials wrote, noting that adoption and reuse of existing joint, allied and partner capabilities “will be maximized before developing unique capabilities” for the Marine Corps.

Infrastructure requirements for enterprise- and tactical-level employment of these types of technologies are to be determined by a working group led by the Data Service Office.

Officials also want cybersecurity to be baked into artificial intelligence efforts.

“Cybersecurity is integral to the development, deployment, and maintenance of Al capabilities. The Marine Corps will adopt best-in-class Al capabilities and software coupled with cybersecurity to protect our advantage against potential threats,” according to the strategy.

Promoting “responsible AI” is a key pillar of the strategy’s focus on governance issues, which includes creating a framework for oversight and management of innovation and algorithms.

“This governance will be lean but effective to encourage innovation while providing and enforcing standards and compliance,” officials wrote.

The Corps’ pursuit of so-called responsible AI meshes with a broader effort across the entire Defense Department to make sure artificial intelligence capabilities are safe, reliable, and effective, and operate in accordance with ethical and legal standards.

The final goal outlined in the strategy is to better leverage opportunities for collaboration, including with other Defense Department components, international allies, industry and academia.

“This will accelerate Al innovation and adoption within the Marine Corps, ensure alignment with broader defense objectives, and enhance interoperability with key partners. These partnerships will improve collective capabilities and provide cumulative resource savings,” the document states.

A detailed implementation plan — which will be executed by new AI task groups set up across the Corps — will be forthcoming to help the service achieve the goals laid out in the new strategy.

The task groups will “support commanders in identifying their use cases, acting as the Al advisor, and serving as the key link between Headquarters Marine Corps, Fleet Marine Force, and supporting establishments,” according to the document.

“The approach presented in this strategy provides a logical framework that aligns to Joint and National initiatives and sets the Marine Corps on a path to maintain pace with the rapidly evolving Al landscape, outpacing our adversaries and enemies across the competition continuum. Leveraging the esprit de corps and innovative nature of our Marines and civilians will allow us to remain agile, focused, and ready to Fight Smart,” officials wrote.

Artificial intelligence is seen as a key enabler of the Pentagon’s Combined Joint All-Domain Command and Control (CJADC2) warfighting construct, which calls for better connecting sensors, platforms and data streams of the U.S. military and key allies under a more unified network. The Army, Navy, Air Force, Space Force and the Office of the Secretary of Defense are also pursuing AI strategies and tools to further these aims.

Marine Commandant Gen. Eric Smith has been talking about how he envisions artificial intelligence improving the operations of unmanned systems and data-sharing architectures.

“There’s a human in the loop, the human turns control over to the machine at some point. And so I think that is kind of where we’re going to have to go. Because human in the loop on all of our systems is important and it’s required really by law,” Smith said last week at a Brookings Institution event. “You’ve got a human in the loop, but it doesn’t say how far back the human has to be. And I do think automation is kind of the wave of the future. I mean, it’s already here. And machine-to-machine learning is key, which is why our MQ-9s [drones] are so important because they’re talking to each other, they’re learning. They’re bouncing off ground sensors. They’re picking up signals from destroyers, from frigates. And they’re sensing and making sense of what’s happening and they’re ubiquitously passing that data to the ground force, to the surface force.”

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The Great Power Competition is shaping up to be a race for technological dominance, and talent will be key to winning this race. America’s diverse untapped talent from populations typically underrepresented in technical fields presents a valuable asset that should not go unnoticed.

Historically, diverse communities have served as a core asset in advancing American dynamism and shaping American values. Decades of research shows that diverse teams build better products, diverse and inclusive companies deliver a stronger bottom line, and diverse militaries perform better on the battlefield. Indeed, uniting diverse, disparate communities as stakeholders, with shared destiny, is among the great triumphs of American culture. But persistent divisions and disparities have also left a great many communities among these same diverse populations — whether urban, rural, or tribal — vulnerable, lacking in resilience.

In today’s strategic competition, international adversaries actively seek to exploit divisions in novel and concerning ways. For instance, a bipartisan Senate Intelligence Committee report from 2019 found that Russia’s interference in the 2016 U.S. presidential election specifically targeted African Americans, stoking racial division in an “orchestrated effort” to drive down voter turnout. 

In the emerging great power struggle, foreign threats are not the only challenge to be considered. Divisive domestic policies which counter efforts to leverage diversity are further entrenching the vulnerabilities that make these communities, and American society as a whole, susceptible to foreign adversaries. For example, outright bans of diversity efforts on college campuses, seemingly based on dubious research, are currently sweeping the nation, following the lead of the Florida legislature. These divisive prohibitions are misguided, to say the least. To be clear, fixes may well be in order for some of the diversity efforts rolled out in the aftermath of the 2020 murder of George Floyd — a period widely referred to as America’s “reckoning on race.” However, bans and prohibitions targeting diversity are particularly alarming at this time. Simply put, more talent from diverse, underrepresented domestic populations is needed to maintain advantage in ongoing strategic competition with very capable near-peer adversaries.  

New data assembled by Georgetown University’s Center for Security and Emerging Technology shows that the United States is third among STEM producing countries behind China and India.  In 2019, China graduated 1.6 million undergraduate students in STEM fields, compared to the U.S.’s 412,000, and by 2025 China will produce 77,000 STEM PhD graduates per year compared to approximately 40,000 in the United States. Every year, however, the United States leaves talent behind. In order to maintain advantage in global competition, this has to change. For example, while women account for 60 percent of college graduates, they only make up 40 percent of STEM graduates, and one quarter of graduates in AI fields. Statistics for other demographic groups and rural communities show similar trends. In addition to shoring up already robust existing pipelines of talent, U.S. policymakers must seize the opportunity to capture the invaluable, underrepresented talent left on the sidelines.

As a part of the solution, broad coalitions of government, industry and academia should join forces around technology-based economic development (TBED) that builds resilience in vulnerable communities. Employing TBED to capture this untapped talent will expand the lagging U.S. STEM talent pool, and build resilience within vulnerable communities. This resilience comes in the form of economic, social and civil stability that increases national security.

A representative model for generating TBED in an underserved community can be found in the National Robotics and Engineering Center (NREC) in Pittsburgh. When Carnegie Mellon University launched the NREC around 1994, the Lawrenceville neighborhood where it is located was underserved and underinvested. Today, the NREC sits at the center of “Robotics Row,” a dense collection of world-class robotics and autonomy companies and start-ups. Lessons learned in the success of TBED in transforming Lawrenceville can be applied elsewhere in the United States while simultaneously building resiliency in vulnerable communities by accessing the broad array of talent that exists everywhere in America.

In the emerging great power competition, technological leadership is a national security requirement, and a key to U.S. economic security. Due to intensifying worldwide strategic competition with capable near-peer adversaries, it is imperative that the United States maintain efforts to maximize production of high-quality AI and STEM talent. U.S. talent has to be better trained and more innovative than its global competitors. Untapped talent from U.S. populations typically underrepresented as stewards of technology presents a valuable asset for the country today. America’s diversity is once again poised to serve as a critical asset for U.S. national security and prosperity. In order to meet the moment, the U.S. must find a way to unleash its demographic riches.  

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The inaugural Chief Digital and AI Office (CDAO) procurement forum is scheduled to take place at an office building in the Rosslyn neighborhood of Arlington, Virginia.

“As CDAO’s ambition, objectives, and budget have doubled within the last year, we are actively seeking ambitious, innovative organizations to learn about our mission, discover opportunities, and compete to contribute to cutting-edge AI standards development within the Department of Defense,” per the announcement, posted on Sam.gov.

The briefing is expected to include the organization’s fiscal 2024 procurement forecast, information about assisted acquisition procurements, an “acquisition ecosystem” primer, and discussions about the Pentagon’s needs related to “Responsible AI,” Joint All-Domain Command and Control (JADC2), Task Force Lima, digital talent management, and Advana enterprise platform capabilities.

Members of industry who want to attend are instructed to fill out an interest form attached to the special notice. The submission deadline is Nov. 12.

On Thursday, the Pentagon also rolled out its new data, analytics and AI adoption strategy. During a call with reporters, CDAO chief Craig Martell said feedback from industry at the upcoming procurement forum will help shape the implementation plan that’s being developed.

“How we partner with industry … is going to be extremely important to delivering this strategy. We will not be able to do this without our industrial partners, without academic partners and without our actual, you know, country partners and allies. So it’s going to have a big impact,” he told DefenseScoop during the call.

“If I come with a vision that says, ‘Here’s how I want to pay you because this is what I need,’ and they all say, ‘Nope, that’s not going to work’ — well great, then I have to rethink that. And then I have to ask them, ‘Well, you know, what is it that’s going to be sustainable for your business?’ … I need those industrial partners to continue to build and sustain this. If I have some crazy idea about what I want to build and nobody wants to build it for me, well that’s not going to work. Right? So we absolutely have to do this in partnership with lots of folks but particular to your question, industry,” he added.

Additional CDAO procurement forums are expected to be held next year, according to the announcement.

Updated on Nov. 3, 2023 at 3:20 PM: This story has been updated to include comments from CDAO’s Craig Martell.

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The CES personnel management system is based on an authority Congress granted the Pentagon in 2016. It is intended to provide the Defense Department greater flexibilities and options for recruiting and retaining cyber professionals, including by using a market-based pay structure.

“It is important that we have a ready, skilled, resilient workforce. And how do we do that? Again, we do it collectively. So one, [through a] talent management strategy. How will we recruit, retain, reskill, upskill our workforce? We know that there’s a competition [for cyber talent] …  So on the civilian side, what we’ve done is the Cyber Excepted Service. That is the one way that we will ensure that we can compete with the salaries in industry … [through] the target local market supplements,” Air Force CIO Venice Goodwine said at the annual DAFITC conference. “That is our way to make sure that we can close that gap, that income gap … We implemented it this last year and we’re now trying to make sure that we get more of our civilians into CES.”

In her current role, Goodwine leads the service’s enterprise information technology, data and artificial intelligence, and cybersecurity directorates. She also oversees career management initiatives for 10,000 IT and cyber civilian personnel, according to her Air Force bio.

Recruitment isn’t the only concern. The Air Force is also focused on retention and providing options for personnel to return to the department if they take a break from government service.

“It’s one thing to hire you. But I want to keep you. But I will tell you what’s a little different. I know as civilians we often come [and] we start our job and we want to do our 30 years and retire. I’m actually okay if you leave and go to industry. I want to … make a way for you to come back and not to lose what you’ve already contributed. So, let’s rethink how we do talent management. That’s our goal,” Goodwine said.

Goodwine’s comments came as the Defense Department is trying to transform the way it approaches human capital management with new and innovative approaches. Earlier this month, the DOD released its new cyber workforce strategy implementation plan to get after that.

There is currently a 24% vacancy rate in cyber positions across the department, according to Mark Gorak, principal director for resources and analysis for the DOD CIO.

While the uniformed services currently aren’t having problems attracting cyber talent to initially join their ranks, that isn’t the case for the civilian components of the force, he noted when the implementation plan was rolled out.

The Air Force isn’t alone among the military departments keen on better leveraging the Cyber Excepted Service. Army Secretary Christine Wormuth told lawmakers last year that her organization is exploring more ways to use CES authorities, as the Army still faces difficulties in competing for cyber talent.

“One of our challenges frankly is competing with the private sector,” she testified. “Everyone is looking for cyber experts, and in the private sector, they’re obviously well compensated. So that’s something I want to see us explore.”

Gen. Randy George, the nominee to be the next Army chief of staff, wants to use the CES to address shortfalls within the military’s cyber mission force — which includes 133 teams staffed by the services for U.S. Cyber Command to conduct cyber operations.

“While an [Office of the Secretary of Defense]-led force-generation study is ongoing to recommend cross-[Department of Defense] opportunities to correct readiness shortfalls across the Cyber Mission Force, the Army is looking to expand the application of the Cyber Excepted Service to provide expedited recruiting and more flexible retention options for civilians,” he wrote in a written response to lawmakers’ questions last month.

Goodwine’s remarks Monday were her first since being appointed the Air Force’s new CIO earlier this month.

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The nomination was referred to the Senate Armed Services Committee on Tuesday, according to a notice posted on Congress.gov.

Smith has been a strong advocate for transforming the Marine Corps through a variety of initiatives including Force Design 2030, Talent Management 2030, and the “stand-in forces” concept.

Some of the Corps’ modernization initiatives, particular Force Design 2030, have been controversial and come under heavy criticism. That vision for the future force includes cutting tanks, artillery and other capabilities to free up money to invest in other systems that Berger and other service leaders believe will be more relevant in a potential conflict with China in the Indo-Pacific, such as long-range anti-ship missiles and unmanned platforms.

In an op-ed published in Proceedings last year, Smith noted that “skepticism about change endures.”

“Change is hard, particularly for those as bound to tradition as are U.S. Marines. But change is inevitable in the business of war,” he wrote. “There are roughly 80,000 Marines aligned to missions in the Pacific, with nearly 24,000 of them forward deployed or stationed in theater … They will fight tomorrow if a war begins, but without change, they will do so with decades-old tools and organizations that are not up to the standard of a peer conflict. This is not acceptable.”

He described “stand-in forces” as small units that are strategically placed in locations where they can “collect targeting data, strike to close choke points, or herd adversaries into areas where U.S. naval and joint forces can bring more weapons to bear.”

“These light, highly mobile forces have capabilities that will force an adversary to deal with a unit that previously would have been too small to care about. They can persist independently for days if needed and can reposition with organic mobility assets to avoid being targeted. Their physical and electromagnetic signatures are so low they are not easily detected, and if detected, they possess the lethality to fight,” he wrote.

Smith has also touted the benefits of new long-range weapons — such as the Naval Strike Missile — and unmanned platforms.

“Longer-range fires is better” than traditional artillery, he said during an event at the Center for Strategic and International Studies last year. “You want to be able to outstick your adversary.”

He has also highlighted the vulnerability of tanks in modern warfare.

“Armor has a purpose ­— to kill other armor, primarily. And when the tank main gun goes around 4,000 yards and we can kill it with a drone at 90,000 yards, then you probably don’t want to be sitting at a tank,” he said at CSIS.

The Marine Corps and the Defense Department writ large also need to leverage artificial intelligence to aid targeting and implementation of the Pentagon’s Joint All-Domain Command and Control (JADC2) warfighting concept, according to Smith.

“Now it’s a matter of using the algorithms that connect what you see to joint all-domain command and control … so that every sensor is fused to then provide that intelligence, that target-quality data, to the best possible shooter,” he said.

Despite criticism, including from retired senior Marine Corps officers, Smith said the service needs to move quickly with force design and force development changes to counter China.

“We’re gonna keep going as fast as we can go because … China is the pacing threat,” he said at the annual Defense News Conference last year. “You prep for the worst-case scenario. I mean, that’s what we get paid to do. So that is what we’re doing with force design.”

A veteran of the Afghanistan and Iraq wars, Smith has served in the Corps for more than 35 years, having been commissioned in 1987 after graduating from Texas A&M, according to his official Marine Corps biography.

His commands have included Weapons Company, 2nd Battalion, 2nd Marine Regiment; 1st Battalion, 5th Marine Regiment; and 8th Marine Regiment/ Regimental Combat Team 8.

He has also led U.S. Marine Corps Forces Southern Command, 1st Marine Division, III Marine Expeditionary Force, and Marine Corps Combat Development Command.

Staff assignments have included director of the capability development directorate, combat development and integration; senior military assistant to the deputy secretary of defense and secretary of defense; and deputy commandant for combat development and integration.

Both Smith and Berger declined to comment on the nomination.

It wasn’t immediately clear when the Senate Armed Services Committee might hold a confirmation hearing for Smith.

Retired Marine Col. Mark Cancian, a senior adviser with the CSIS International Security Program who served as an infantry, artillery and civil affairs officer during his career in the Corps, said he expects the Senate will confirm Smith’s nomination.

“Is there going to be any pushback from Congress? … I think for the most part, the answer is ‘no.’ I think they’ve got a lot of support, but there will be a couple of members — some of them, you know, I think will ask tough questions. But I think he’ll get through, but … there will be a little dissent,” Cancian told DefenseScoop.

He noted that rhetorically, Smith has been “fully behind” Force Design 2030.

“He has been Berger’s surrogate [on this], so if anyone were going to carry it on, I think it would be Smith. You know, that said, he’s not Berger and he has latitude to make some changes if he wanted to coming in. I mean, I wouldn’t expect him to make really radical changes, of course, but he might do some things to tamp down the civil war in the Marine Corps, you know, to do some things that might take the edge off of the retired generals’ complaints,” Cancian said.

Bringing back “some sort of armored capability” and cannon artillery could potentially mollify dissenters, according to Cancian.

“On the other hand, …  he could just sort of say, ‘You know, we’re going to sail on’” with the plans for Force Design 2030, Cancian added. “If he wanted to stick it out and just beat the [critics and retired] generals, he could probably do that.”

Updated on May 31, 2023, at 4:25 PM. This story has been updated to include comments from Mark Cancian.

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The Chief Digital and Artificial Intelligence Office (CDAO) “just added” 10 new data- and AI-related “work roles” to recruit personnel for the Pentagon’s cyber workforce, Deputy Chief Digital and AI Officer Margie Palmieri announced on Tuesday. The Office of the Secretary of Defense’s team for research and engineering is also leading a new work-role pathway for software experts, she confirmed. 

“We see a lot of really sharp folks inside of DOD that are just really interested in getting into this space — but lack a clear career path to do that,” Palmieri said during a panel hosted by the Center for Strategic and International Studies.

Though she didn’t go deep into any specifics, Palmieri suggested that the department has reformed its cybersecurity-aligned workforce framework to grant the same special authorities Congress permits to its cyber hiring permissions efforts, to now cover new AI, data and software career positions and specialties.

The DOD’s Cyber Workforce Framework (DCWF) is a hierarchical structure that contains broad categories, specialty areas and work roles. In that guiding document, work-roles organize and describe the skills employees need to execute key functions. 

Palmieri noted that this addition of new roles “also gives us the ability to direct-hire because it’s part of the cyber workforce — and it gives us the ability to provide higher pay than the regular kind of general schedule employee.”

This move to extend hiring options is part of a broader initiative via which the Pentagon is “really trying to digitize our workforce,” she added.

As the department’s “community manager” for these new data and AI positions, the CDAO is exploring how to define those job descriptions, studying talent pipelines and puzzling out how they might best up-skill the existing federal workforce in these fields.

Palmieri would not estimate how many new recruits this shift could bring into the department.

“I mean, that’s the work we’re about to go and do, because they aren’t coded out there. And so we will help define the work roles and then we’re going to find the people that want to self-select into the community — or that managers want to reskill to bring into the community,” Palmieri said.

She also confirmed the CDAO is preparing to release a new data and AI implementation strategy “by the end of the summer.”

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“His first day [as CTMO] is today,” a Pentagon spokesperson told DefenseScoop on Monday, shortly after the hiring decision was announced.

In this brand new capacity for DOD, Parmeter is set to help steer the making and facilitation of  the department’s anticipated “total force’” talent acquisition and management strategy. 

Broadly, he’s now responsible for helping maintain and reform remote and hybrid work options, promoting the application of associated enabling technologies, and introducing creative career pathways and other opportunities to improve recruitment and retention. Parmeter will engage with stakeholders across all military components, the Office of the Secretary of Defense — and with relevant non-governmental entities.

This new position resides in the Office of the Under Secretary of Defense for Personnel and Readiness. 

The Pentagon’s establishment of this nascent CTMO role to improve talent management comes as the U.S. military is facing stark recruiting challenges — and DOD components are also struggling to compete against the private sector to hire personnel in high-tech fields like space and cyber. 

“Growing and shaping our workforce is critical for achieving DOD’s mission to defend the nation now and in the future. That’s why we created and prioritized the new senior-level position of the CTMO,” Deputy Secretary of Defense Kathleen Hicks said in a statement.

During his decades-long career so far, Parmeter led talent management efforts for roughly 160,000 service members at U.S. Army Human Resources Command and, most recently, served as Walmart’s head of “non-traditional talent.” According to DOD’s announcement, strategies Parmeter informed at that retail giant “resulted in the hiring of about 80,000 service members and military spouses per year.”

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Development of the TMEP capability is a “must-pay bill,” according to the service’s Talent Management 2030 update released on Monday.

“The current assignment process has redundancies, inefficiencies, and information gaps. We will overcome them by using TMEP – a transparent talent management tool – to integrate all relevant information to optimize assignments decisions,” the document said.

The capability will include a “customer relationship management platform” that leverages data analytics “with artificial intelligence and machine learning elements, as well as complementary portals for individual Marines, monitors, commands, and designated mentors to support a market-style assignment system.”

In testimony to the Senate Armed Services personnel subcommittee last year, Lt. Gen. David Ottignon, then-deputy commandant for manpower and Reserve affairs, said the portal will enable Marines to make more informed career decisions by providing information about things like billet availability, popularity and comparative assessments.

“Currently, this information is stored in several separate legacy systems, which limit transparency and ease of use. TMEP will solve these data management challenges. Through an agile development approach backed by necessary resourcing, we will have a fully operational talent marketplace fielded to the fleet,” he told lawmakers.

The Talent Management 2030 update did not provide a rundown of the costs or other resources associated with developing and maintaining the portal.

Acquiring digital tools is one of four major lines of effort in the Marine Corps’ strategy for improving the way it manages personnel. The other lines of effort include rebalancing recruitment and retention, optimizing the employment of talent, and offering multiple pathways to career success.

“Our digital talent management systems are antiquated, siloed, and unfit for their task. To realize the objectives of TM2030, we must be able to synthesize personnel information and requirements across the force. We need a transparent, commander-focused, collaborative system to align the individual abilities, skills, and aspirations of our Marines to our warfighting needs,” officials wrote.

The TMEP is part of a broader IT overhaul for the Corps, which plans to publish a comprehensive acquisition strategy for manpower information technology systems modernization by the end of March.

The Marines are also looking to tap into the Defense Innovation Unit’s GigEagle initiative, an AI-enabled, on-demand talent matching platform that is intended to help the Defense Department find Guard and Reserve members with special skill sets to fill critical roles on a short-term basis.

Last year, DIU awarded an Other Transaction prototype contract to Eightfold AI in partnership with Carahsoft Technology Corp., for the new app.

“By breaking down barriers between branches and components, this program will allow Marine commands to unlock the talent within the [Reserve component] and tactically apply their skills to support the mission at hand,” Marine Corps officials wrote in the Talent Management 2030 update.

Service officials have been tasked to deliver an assessment of the feasibility of leveraging GigEagle personnel “in support of Marine Corps requirements” by the end of this month, as well as an assessment of the feasibility of incorporating the Army’s Talent Attribute Framework to support the Marine Corps’ enterprise-wide HR decisions.

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