Standup of OPNAV N2/N6 - Landmark
EFFECTIVE 02NOV09,
N2/N6 ASSUMES RESPONSIBILITY FOR INTELLIGENCE, INFORMATION, INFORMATION
WARFARE, CYBER, COMMUNICATIONS, NETWORKS, OCEANOGRAPHY, AND SPACE, AS
WELL AS MARITIME DOMAIN AWARENESS AND NAVY UNMANNED SYSTEMS. OPNAV
RESOURCES ASSOCIATED WITH INFORMATION-CENTRIC PROGRAMS ARE CONSOLIDATED
UNDER N2/N6 SPONSORSHIP.
THE STAND UP OF N2/N6 REPRESENTS A LANDMARK TRANSITION IN THE EVOLUTION OF NAVAL WARFARE, DESIGNED TO ELEVATE INFORMATION AS A MAIN BATTERY OF OUR WARFIGHTING CAPABILITIES, AND FIRMLY ESTABLISH THE U.S. NAVY'S PROMINENCE IN INTELLIGENCE, CYBER WARFARE, AND INFORMATION MANAGEMENT.
THE STAND UP OF N2/N6 REPRESENTS A LANDMARK TRANSITION IN THE EVOLUTION OF NAVAL WARFARE, DESIGNED TO ELEVATE INFORMATION AS A MAIN BATTERY OF OUR WARFIGHTING CAPABILITIES, AND FIRMLY ESTABLISH THE U.S. NAVY'S PROMINENCE IN INTELLIGENCE, CYBER WARFARE, AND INFORMATION MANAGEMENT.
TOWARD THIS END, THE STRATEGIC OBJECTIVES OF N2/N6 ARE TO:
A. ELEVATE INFORMATION TO A CORE NAVY WARFIGHTING CAPABILITY.
B. FUNCTIONALLY INTEGRATE INTELLIGENCE, INFORMATION WARFARE, INFORMATION/NETWORK MANAGEMENT, OCEANOGRAPHY, AND GEOSPATIAL INFORMATION FOR INFORMATION AGE OPERATIONS.
C. DELIVER ASSURED COMMAND AND CONTROL AND INFORMATION ACCESS TO OPERATIONAL FORCES.
D. BOLDLY INTRODUCE GAME-CHANGING CONCEPTS, STRATEGIES, AND CAPABILITIES.
E. COORDINATE RESOURCE INVESTMENT TO DELIVER INFORMATION-CENTRIC CAPABILITIES AND COMPETITIVE ADVANTAGES.
F. AGGRESSIVELY ACCELERATE EXPERIMENTATION AND INNOVATION WITH INFORMATION CAPABILITIES.
G. DELIVER DEEP MULTI-INTELLIGENCE PENETRATION AND UNDERSTANDING OF POTENTIAL ADVERSARIES, MELDED WITH DEEP MULTI-DOMAIN UNDERSTANDING OF THE OPERATING ENVIRONMENT.
H. DELIVER REMOTELY PILOTED, UNATTENDED, AND AUTONOMOUS CAPABILITIES ADAPTIVELY NETWORKED TO EXTEND REACH, PENETRATION AND PERSISTENCE IN DENIED AREAS.
The N2/N6 team is doing well. Thank you very much.
ReplyDeleteHonestly, 3 years is too short a time period to evaluate a reorganization of the OPNAV staff.
ReplyDeleteGive them a couple of full POM cycles to see if this has resulted in the sort of efficiencies and improvements in effectiveness that drove the change in the first place.
I would be curious to know what the metrics to determine "improvement" and/or "success/failure" are, however.
VR,
CDR Mike Farren
CDR Farren,
ReplyDeleteThanks for your comment and thanks for putting your name to it. Maybe we can get you an answer on the metrics.
All the best.