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Speaker 1: Every one of our weapons system platforms is now collecting

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Speaker 1: vast volumes of data, so modernizing our networks and going

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Speaker 1: wireless is a top priority for us this year. We

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Speaker 1: actually just release the Army's Unified Network Plan, and there's

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Speaker 1: a few important pieces in that. One is leveraging five

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Speaker 1: G to the greatest extent possible. We have a number

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Speaker 1: of pilots underway at some of our basis to look

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Speaker 1: at how we can use five G for augmented reality

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Speaker 1: and virtual reality, as well as things like autonomous driving

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Speaker 1: and so on. Welcome to the restless Ones. I'm Jonathan Strickland.

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Speaker 1: I've spent more than a decade really learning about technology,

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Speaker 1: what makes it tick, and then describing and explaining that

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Speaker 1: to my audience. But it's the conversations with the world's

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Speaker 1: most unconventional thinkers, the leaders at the intersection of technology

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Speaker 1: and business, that fascinate me the most. In partnership with

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Speaker 1: T Mobile for Business, I explore the unique set of

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Speaker 1: challenges that c t o s and see iOS and

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Speaker 1: other tech executives face from advancements in cloud and edge computing,

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Speaker 1: software as a service, internet of things, and of course

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Speaker 1: five G. We are often left wondering how the leading

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Speaker 1: minds and business continue to thrive. Let's find out. Our

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Speaker 1: guest today is Dr Rajayer see i Oh for the

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Speaker 1: United States Army. Dr Iyer has a long career in

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Speaker 1: technology and in multiple roles before he accepted the job

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Speaker 1: as c i O of the U. S. Army. He

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Speaker 1: and his department are hard at work on a massive

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Speaker 1: task modernizing the United States Army, with a goal of

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Speaker 1: reaching an interim operational capacity by twenty eight I always

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Speaker 1: enjoy speaking with my guests on this show, and I

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Speaker 1: always respect the challenges they face, But in this case,

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Speaker 1: we were talking about an entirely different level of stakes.

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Speaker 1: It was clear to me that Dr Iyer keeps in

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Speaker 1: mind the safety of the United States, It's citizens, those

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Speaker 1: serving in the military, and our allies around the world.

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Speaker 1: That's a level of responsibility that is quite frankly difficult

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Speaker 1: for me to get my mind around. I sat down

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Speaker 1: with Dr Iyer to talk about his role, the challenges

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Speaker 1: the U. S. Army faces, and how the information landscape

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Speaker 1: has changed dramatically. But first I wanted to know a

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Speaker 1: little bit about flight simulators. Dr Iyer, thank you so

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Speaker 1: much for joining us on the restless ones. This is

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Speaker 1: a real pleasure. Oh, thank you for the opportunity. My pleasure. Well,

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Speaker 1: I always like to to start off every episode getting

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Speaker 1: to know my guest a bit more, and I happened

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Speaker 1: to have seen that early on in your career, you

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Speaker 1: worked in some systems that included flight simulators, so I

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Speaker 1: was just curious, how how do you think flight simulators

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Speaker 1: have evolved. I'm constantly amazed by them. Oh, isn't it.

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Speaker 1: I mean, you know, the kind of flight simulators we

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Speaker 1: built thirty years ago, with the kind of technology we had,

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Speaker 1: there is nothing in comparison to what we have on

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Speaker 1: our cell phones today. I mean, I remember I had

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Speaker 1: to write assembly language programming using parallel processing chips to

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Speaker 1: do some very basic graphics for F sixteen cockpit displays,

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Speaker 1: and you can get far more sophisticated graphics today on

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Speaker 1: just on your cell phones. So clearly technology has come

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Speaker 1: a long way. And that's just one perfect example. Yeah.

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Speaker 1: I think of that as almost like a microcosm of

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Speaker 1: how technology has advanced dramatically over the last few decades,

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Speaker 1: where we've seen this explosion in data in all aspects

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Speaker 1: of our lives, including in flight simulators. We have the

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Speaker 1: machines capable of processing the information and making meaningful outcomes.

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Speaker 1: And I suspect that's going to be a big part

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Speaker 1: of our conversation today, particularly when it comes to the

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Speaker 1: efforts of of creating a modernized army. But before I

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Speaker 1: get into that, uh, I know that a lot of

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Speaker 1: your career has also been involved in various tech leadership

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Speaker 1: roles within the U. S. Army. How did you first

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Speaker 1: start working for the army. Yeah, it all began in

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Speaker 1: early two thousands. I had co founded a high tech

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Speaker 1: startup company right out of college, did that for ten years,

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Speaker 1: threw that to a successful company, and it was really

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Speaker 1: looking for something new and different to do. And after

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Speaker 1: nine eleven happened and I looked at you know, as

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Speaker 1: we got into the Global War on Terror, there was

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Speaker 1: a huge technology deficit, you know, in the United States

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Speaker 1: Army as you probably are tracking the decade before that

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Speaker 1: for that for US in the United States, you know,

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Speaker 1: it was was an arrow of peace. It was post

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Speaker 1: Cold War, and you know, it was very clear that

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Speaker 1: the U. S. Military had kind of dwindled in terms

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Speaker 1: of its technology strength. And so when we went to

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Speaker 1: war in Afghanistan and Iraq in the early two thousand's,

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Speaker 1: it was very clear that, you know, we were already

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Speaker 1: challenged technologically, So it was just that kind of call

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Speaker 1: to duty. I wanted to do something to return what

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Speaker 1: this nation had done for me as a as a

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Speaker 1: first generation immigrant, and I thought was my duty to

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Speaker 1: come serve and I did that as a as an

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Speaker 1: army civilian starting in two thousand two. See and that,

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Speaker 1: to me is just an amazing story about your character

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Speaker 1: to go from start up in the private space and

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Speaker 1: then dedicate so much of your professional career towards helping

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Speaker 1: in various aspects in the army. I want to learn

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Speaker 1: more about how you became the first civilian CIO of

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Speaker 1: the U. S. Army. How did that actually come to pass.

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Speaker 1: I actually, you know, was a partner that wanted the

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Speaker 1: big four consulting firms and actively engaged in the defense

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Speaker 1: sector and working with the army quite a bit from

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Speaker 1: the outside and out of the blue. One day I

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Speaker 1: got a call from the Pentagon asking if I was

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Speaker 1: available to come talk to them, and I said, well,

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Speaker 1: what was it about? And they said, well, you know

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Speaker 1: you've been searched in for you know, c I o

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Speaker 1: to come in from industry. It's a brand new position.

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Speaker 1: We've not had that position before. And my first reaction was,

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Speaker 1: I don't think I'm the guy. You know, it's a

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Speaker 1: really complex position. The challenges are tremendous. And for one,

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Speaker 1: for for somebody who who had been in the Army

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Speaker 1: for the ten you know, for ten years before that,

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Speaker 1: I knew what some of those challenges were. And I

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Speaker 1: kept asking them, are you really sure you know this

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Speaker 1: is this is what you want, because you know, you

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Speaker 1: could find a whole bunch of other people that were

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Speaker 1: really qualified to do this. But before I knew it,

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Speaker 1: you know, one discussion led to another, and as I

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Speaker 1: heard more about the challenges that the Army was having,

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Speaker 1: it really took me back, you know, twenty years so

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Speaker 1: the first time, you know, when I came to work

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Speaker 1: for the Army, and this time around, the challenges were

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Speaker 1: very different. Um, you know, after twenty years of fighting

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Speaker 1: you know, in the Middle East. Here again we were,

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Speaker 1: you know, at at a pivotal time when it comes

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Speaker 1: to the nation security, where you know, we have seen

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Speaker 1: the right seeing powers of China and Russia and and

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Speaker 1: the Army falling, starting to fall back technologically. And as

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Speaker 1: I heard more about the sense of urgency and what

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Speaker 1: was in front of us, and it was very clear

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Speaker 1: to me that you know, this was again a call

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Speaker 1: to duty and it's an honor and a privilege to

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Speaker 1: be the Armies for c I O. But it's you know,

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Speaker 1: I'm coming in at a time when you know, we

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Speaker 1: got some big challenges in terms of keeping our nations safe.

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Speaker 1: So how do you describe what it is you do

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Speaker 1: in a way that can make sense to like the

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Speaker 1: average person. Yeah, So at the end of the day,

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Speaker 1: you know, all things digital fall under my oversight. So

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Speaker 1: I reported the Secretary of the Army, and the way

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Speaker 1: the Army and the DUODE structured is that the secretariat

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Speaker 1: side of the military establishes policy, the strategy, and it's

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Speaker 1: responsible for the you know, overall oversight for all of

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Speaker 1: the implementation. And so when it comes to information technology,

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Speaker 1: information management, cybersecurity and all things digital transformation, that is

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Speaker 1: basically my responsibility. Given how large the Army is, it

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Speaker 1: always amazes me for somebody coming in from the private sector,

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Speaker 1: look at how big we are, one point four million soldiers,

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Speaker 1: civilians and contractors worldwide, and the mission being executed by

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Speaker 1: multiple commands and theaters it's a scale and complexity that's

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Speaker 1: unheard of even in any fortunate Hunt company. And so,

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Speaker 1: you know, orchestrating the technology for this vast enterprise through

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Speaker 1: a budget of sixteen billion dollars annually means that it's

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Speaker 1: really important that we understand what requirements are, establishing the

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Speaker 1: priorities and ensuring alignment of that vision, you know, to

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Speaker 1: the strategic comparatives. So that is the role of the

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Speaker 1: c I oh, it is it is. I see myself

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Speaker 1: as being front and center to how the Army is

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Speaker 1: modernizing for the future. And it is not a back

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Speaker 1: office function. It is not one where you know, we're

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Speaker 1: asked to go in and fix people's laptops. It is

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Speaker 1: one where we have really put technologgy front and center

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Speaker 1: to how the Army is going to operate in future

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Speaker 1: and fight in wind wars. You've touched on the scale,

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Speaker 1: I mean, obviously, it's it's huge and beyond, like you said,

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Speaker 1: beyond what the fortune five hungry companies typically see. How

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Speaker 1: can you give us an idea about the scale of

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Speaker 1: your department in particular. Yeah, so when it comes to

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Speaker 1: the digital workforce, which is you know what I'm responsible for,

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Speaker 1: there were about seventy two employees. That's uh, military, civilians,

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Speaker 1: and contractors. Like I said, we have a budget of

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Speaker 1: about sixteen billion dollars annually. I think that it's the

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Speaker 1: largest of all of the services in the in the

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Speaker 1: Department of Defense, and it's certainly larger than any government

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Speaker 1: agency that we can track. So it's a it's a

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Speaker 1: massive budget. But more importantly, you know, it is the size,

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Speaker 1: scale and complexity of the worldwide mission. And what I

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Speaker 1: tell people is that, you know, although you might see

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Speaker 1: the Army, you know, fighting wars overseas, we also have

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Speaker 1: a mission at home and that's through the National Guarden Reserves.

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Speaker 1: Last year, you know, not only very responsible for you know,

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Speaker 1: efforts in Southwest Asia and supporting you know, the retrograde

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Speaker 1: and the operations back from Afghanistan and supporting the the

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Speaker 1: evacuation of refugees, but at the homeland, you know, we

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Speaker 1: were responsible for fighting wildfires on the West coast, to

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Speaker 1: hurricanes in the south, to the COVID you know, vaccination effort,

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Speaker 1: and to all the civil undreust that we had through

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Speaker 1: Black Lives Matter to all the way to what happened

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Speaker 1: on post elections. So so as you can see, the

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Speaker 1: mission is wide, it is global in nature, and every

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Speaker 1: aspect of our operation has an information technology element associated

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Speaker 1: with it because at the end of the day, that's

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Speaker 1: how we command and control our our force. And if

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Speaker 1: you do not have the right technology to command and control,

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Speaker 1: then you know, operationally we're not effective. Well, Dryer, I

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Speaker 1: think it would be great for us to kind of

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Speaker 1: segue and talk a little bit more about your your

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Speaker 1: leadership role and strategy over at U S. Army. One

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Speaker 1: of the things I was really curious about because we

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Speaker 1: have talked to a lot of ce I O S

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Speaker 1: and c T O S in uh In. In private business,

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Speaker 1: one of the things that is often challenging is getting

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Speaker 1: buy in from various stakeholders. I imagine with the organization

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Speaker 1: of the U. S. Army it's a very different approach.

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Speaker 1: So what sort of what is sort of the situation

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Speaker 1: when you need to try and get buy in from

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Speaker 1: various parties to support a specific initiative. Absolutely so, I

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Speaker 1: literally spend ninety percent of my time, you know, in

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Speaker 1: terms of achieving that kind of alignment to vision, the

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Speaker 1: strategic vision and I and I use a few techniques.

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Speaker 1: One is it's absolutely important that we set the vision,

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Speaker 1: the clarity of the mission, and then to be able

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Speaker 1: to communicate that across the workforce. And if you've been

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Speaker 1: able to do that, that's the first step in the process,

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Speaker 1: because if you have if you don't have clarity of

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Speaker 1: what you're doing and you're not able to communicate that

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Speaker 1: to all the stakeholders, then your very first step of

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Speaker 1: the process is broke. The second is making sure that

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Speaker 1: we achieve unity of effort. And again, you know, as

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Speaker 1: for inspiration. So I'm here to inspire you know, the

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Speaker 1: rest of the Army to do the right things. There's

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Speaker 1: no way, given the scale and complexity of the mission,

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Speaker 1: that we can centralize and do everything from my office.

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Speaker 1: So I am here to enable that innovation and transformation

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Speaker 1: across the army. It truly has to be democratized. So

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Speaker 1: so I'm all in favor of the Army commands worldwide

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Speaker 1: innovating and implementing and modernizing their their technology. But as

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Speaker 1: long as they do that in alignment with our strategy,

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Speaker 1: and we have good alignment and good unity of efforts,

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Speaker 1: so that we're not stepping on each other's toes and

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Speaker 1: we don't have duplication of effort. I think we have

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Speaker 1: a good model for how we can actually democratize this

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Speaker 1: across the Army. And then finally, you know, we always

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Speaker 1: have to bring compliance into play because you know, yes,

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Speaker 1: we want to make sure v A G We let

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Speaker 1: everybody do the right things, but at the end of

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Speaker 1: the day, we also want to make sure that we

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Speaker 1: have the oversight and compliance to make sure that people

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Speaker 1: are following the directors and policies that we've put in

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Speaker 1: place and that they are indeed working towards the in

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Speaker 1: state objectives and the outcomes that we're looking for. One

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Speaker 1: of the things we like to talk about a lot

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Speaker 1: on the show, are you know the ways that wireless

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Speaker 1: connectivity in particular have really impacted business and operations. How

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Speaker 1: is the development of high speed wireless connectivity changed how

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Speaker 1: the Army operates in the field if it if it

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Speaker 1: has in fact, and what other technologies that you rely

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Speaker 1: upon depend upon that kind of uh connectivity. Oh so,

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Speaker 1: when we operate in the field in theater, we're often

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Speaker 1: not often, we're always constrained by bandwidth and es. Actually,

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Speaker 1: you know, if you look at in the early days

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Speaker 1: when we were in Southwest Asia and Afghanistan. You know,

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Speaker 1: over the last twenty years now, we've actually built some

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Speaker 1: pretty sophisticated networks there that we left behind. But as

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Speaker 1: we move into new theaters, like you know in the

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Speaker 1: South Pacific, you know, Eastern Europe and so on, and

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Speaker 1: in Africa, we're always challenged in terms of having connectivity

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Speaker 1: to support our operations, and so we have relied quite

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Speaker 1: a bit on you know, military sat com that is

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Speaker 1: hard to get, is heavily constrained. Every one of our

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Speaker 1: weapons system platforms is now collecting vast volumes of data,

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Speaker 1: and if we're not able to take advantage of that

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Speaker 1: data send it back, you know, where we need that

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Speaker 1: data to be processed for decision making, and the network

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Speaker 1: and the bandwidth has become our limiting factor, then we're

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Speaker 1: not able to truly take advantage of data. So modernizing

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Speaker 1: our networks and going wireless is a top priority for us.

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Speaker 1: This year, we actually just released the Army's Unified Network Plan,

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Speaker 1: and that is how we're going to modernize the network.

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Speaker 1: And there's a few important pieces in that. One is

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Speaker 1: leveraging five G to the greatest extent possible. We have

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Speaker 1: a number of pilots underway at some of our bases

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Speaker 1: to look at how we can use five G for

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Speaker 1: augmented reality and virtual reality as well as things like

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Speaker 1: autonomous driving and so on. We're looking at private five

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Speaker 1: G on the tactical side, and one of the things

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Speaker 1: that I'm I would really like to get rid of

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Speaker 1: is all of their miles and miles of cabling. You know,

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Speaker 1: when you go to a forward talk or a FOB,

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Speaker 1: which you will find is miles and miles of cabling,

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Speaker 1: and and it's just you know, that approach is not expeditionary.

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Speaker 1: It doesn't give us the agility that we need to

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Speaker 1: move fast and and wireless technologies are here now, they

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Speaker 1: are secure, and we're starting to implement them at scale

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Speaker 1: across the Army. It's the same with WiFi across our installations.

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Speaker 1: We have as we start to modernize each of our installations,

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Speaker 1: we are putting in place now WiFi routers instead of

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Speaker 1: the traditional wired cabling that that we have seen in

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Speaker 1: our installations. And finally, we're starting to work with commercial

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Speaker 1: satcom providers like SpaceX and so that we can start

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Speaker 1: to take advantage of the connectivity and resiliency that comes

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Speaker 1: from satellite communications in parts of the world where we've

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Speaker 1: had very poor connectivity or poor access. At T Mobile

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Speaker 1: for Business, unconventional thinking means we see things differently, so

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Speaker 1: you can focus on what matters most. Where some see

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Speaker 1: another small town, we see businesses in need of connectivity,

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Speaker 1: so we built the largest five G network to cover cities, towns,

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Speaker 1: and the most interstate miles in between. Where some see

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Speaker 1: a caller in a queue, we see an opportunity for

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Speaker 1: our experts to provide solutions without transfers. Where some see

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Speaker 1: another virtual meeting, we see five G enabling wireless real

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Speaker 1: time translations almost anywhere you do business. Our unique approach

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Speaker 1: built America's largest, fastest five G network and also delivers

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Speaker 1: exceptional customer support and five G included in every plan,

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Speaker 1: so you get it all out trade offs. Unconventional thinking

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Speaker 1: is better for business. T Mobile for Business fastest five

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Speaker 1: G based on average overall combined five G speeds according

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Speaker 1: to Open Signal Awards USA five G User Experience Report October.

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Speaker 1: See five D device coverage and access details at to

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Speaker 1: mobile dot com. Next. I really wanted to dig down

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Speaker 1: and talk to Dr Iyer about information technology and how

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Speaker 1: the U. S. Army will achieve modernization, including through partnering

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Speaker 1: with the private sector. So I treat the private sector

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Speaker 1: and the software industry on the innovation that comes from

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Speaker 1: there as key partners on this journey. They are not

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Speaker 1: only partners, but I would say stakeholders as well. And

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Speaker 1: and so, given how we are now starting to adopt

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Speaker 1: technology in everything we do, it's absolutely critical that the

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Speaker 1: private sector understands our vision and and where we're headed.

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Speaker 1: We're now in this partnership more of us looking at

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Speaker 1: bringing them in early, you know, as as we developed requirements,

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Speaker 1: and then getting into prototyping and experimentation early. So one

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Speaker 1: of the premier events that the Army has established for

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Speaker 1: the last couple of years is called Project Convergence. And

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Speaker 1: and this is our effort to integrate a lot of

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Speaker 1: new technologies rapidly and then experimenting them, you know, in

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Speaker 1: an operational environment. So so two weeks back, you know,

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Speaker 1: we were at Humor in the desert where we brought

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Speaker 1: in literally a hundred ten new technologies over the you know,

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Speaker 1: over the last seven weeks, and we integrated them rapidly,

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Speaker 1: put them to test, and then we actually conducted live

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Speaker 1: fire experiments in in you know, in in the desert,

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Speaker 1: and all of that would not have possible if not

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Speaker 1: for the partnership that we had with industry. And and

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Speaker 1: this includes both traditional difference contractors as well as non

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Speaker 1: traditional contractors. You know that companies that have never worked

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Speaker 1: with the d D before but had some great technologies

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Speaker 1: that we had not taken advantage of. So one of

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Speaker 1: the things I do tell industry is, you know, even

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Speaker 1: as we do that, one of the requirements that we're

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Speaker 1: going to put on industry is, you know, try to

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Speaker 1: be open with your architectures, right. You know, when your industry,

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Speaker 1: you know, you want to obviously you want to drive

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Speaker 1: your revenue, but in this mission space that we're in,

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Speaker 1: it is all about interoperability. We've got to make sure

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Speaker 1: that the technologies and the architectures work when we can

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Speaker 1: put them together. And if you do not do that,

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Speaker 1: and you you're closed with your technology, then it's going

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Speaker 1: to be harder for us to you know, bring in

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Speaker 1: and adopt the innovation that you may have you may

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Speaker 1: have built. I had heard that Dr Eyer's modernization strategies

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Speaker 1: included leveraging some emerging technologies and wanted to learn more

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Speaker 1: about them and how he envisions the army using tech

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Speaker 1: like machine learning in the future. We have committed that,

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Speaker 1: you know, when we fight in future, it's going to

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Speaker 1: be in all domains, and that is land, air, ce space,

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Speaker 1: and cyberspace. So what this has done is it's taken

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Speaker 1: us from you know, operationally working at the brigade combat

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Speaker 1: team level two big you know, core division level fights

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Speaker 1: you know, in a in a large theater, right, and

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Speaker 1: so the scale and complexity of the future fight is

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Speaker 1: very different from you know, what we were fighting against

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Speaker 1: ices and and so when we have to fight like

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Speaker 1: that in future, not only do we have to interoperate

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Speaker 1: across those five domains, but it's also about how we're

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Speaker 1: able to very closely integrate and interoperate with our coalition

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Speaker 1: and allied nation partners. So that is the imperative. That's

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Speaker 1: how we're going to fight in future. Now, when you

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Speaker 1: start peeling the onion on that in terms of what

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Speaker 1: we need to do, it's all about how we're going

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Speaker 1: to achieve command and control, um, you know, in the

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Speaker 1: space across all domains. And when you look at you know,

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Speaker 1: how we empower commanders with decision making it comes down

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Speaker 1: to data, right, So they again it comes down to data,

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Speaker 1: is how much data can we give them and how

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Speaker 1: quickly can we get them the data and how quickly

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Speaker 1: can we rapidly process that data To be able to

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Speaker 1: enable the commander with multiple options, but to be able

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Speaker 1: to provide those that, you know, multiple options in that

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Speaker 1: decision space means that we're going to have to process

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Speaker 1: large volumes of data in almost near real time and

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Speaker 1: at a speed of war that we have you know,

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Speaker 1: in the past, not heard of. Right. So remember, not

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Speaker 1: only is the US investing in hypersonics, our near peer

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Speaker 1: adversaries are also investing in hypersonics. Right, So we're now

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Speaker 1: looking at missiles coming to us anywhere from you know,

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Speaker 1: five to eighteen times the speed of sound. And so

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Speaker 1: so when you operate in that kind of threat environment,

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Speaker 1: you no longer have the luxury of saying, hey, I

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Speaker 1: got hours to day's to figure out, you know, how

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Speaker 1: I'm going to process all this data and come up

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Speaker 1: with the courses of action. This is where you know,

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Speaker 1: artificial intelligence and machine learning come into play, because what

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Speaker 1: we have found is at when you have such large

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Speaker 1: volumes of data as great as our analysts are, and

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Speaker 1: and our soldiers are. You know, we're going to have

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Speaker 1: to argument that automated you know, decision making through AI

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Speaker 1: and machine learning and so so. So much of the

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Speaker 1: technology that we're building now into our weapons system platforms

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Speaker 1: is all about, you know, how do we process large

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Speaker 1: volumes of data coming from sensors and how do we

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Speaker 1: rapidly move that at you know, across multiple achealance and

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Speaker 1: make that available for command and control. I imagine a

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Speaker 1: big part of that must be creating the appropriate cloud

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Speaker 1: infrastructure in order to be able to share information rapidly

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Speaker 1: across the entire world. So is that something that your

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Speaker 1: department is looking at as well? Oh, we absolutely are

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Speaker 1: already in it. Right. So, over the last eighteen months,

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Speaker 1: we have actually built out our cloud infrastructure both for

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Speaker 1: unclassified and classified workloads, and so this year we're actually

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Speaker 1: starting to operationalize that by looking at, you know, how

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Speaker 1: do we start to build out those you know, mission

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Speaker 1: threads and use cases where you know, we can leverage

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Speaker 1: the compute and the storage it's available in the cloud

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Speaker 1: to process these large volumes of data and then the

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Speaker 1: transport that's needed from the cloud back to the tactical edge.

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Speaker 1: So it's really as leave frogging into the future with

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Speaker 1: these newer technologies rather than continue to procure and implement

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Speaker 1: legacy infrastructure. I'm boggled by the complexity of this. I mean,

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Speaker 1: one of the things that obviously every organization has to

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Speaker 1: look into is when you're applying artificial intelligence and machine learning,

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Speaker 1: to make sure that the models, uh don't have unintended

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Speaker 1: biases applied to them where they're finding quote unquote meaning

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Speaker 1: in data where there might just be noise and no signal,

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Speaker 1: and obviously in the realms we're talking about that sort

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Speaker 1: of thing is absolutely critical to make certain that that

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Speaker 1: in for nation and that the analysis of that information

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Speaker 1: is as accurate as we can possibly make it before

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Speaker 1: sending it back on for it to be part of

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Speaker 1: some decision making process, whether it's automated or a person's

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Speaker 1: behind it. Like I said, you know, this is not

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Speaker 1: a science experiment for us anymore. This is not a

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Speaker 1: nice to have. This is not a you know, typical

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Speaker 1: you know, science and technology initiative type effort. Yeah. I mean,

435
00:24:23,920 --> 00:24:27,440
Speaker 1: we we know that these technologies are here, they're real,

436
00:24:28,040 --> 00:24:31,679
Speaker 1: and we know our adversaries are already starting to use them.

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00:24:31,720 --> 00:24:34,639
Speaker 1: And so I would say we're somewhat late to the game,

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00:24:34,800 --> 00:24:37,639
Speaker 1: but we have made tremendous progress over the last twelve

439
00:24:37,640 --> 00:24:42,160
Speaker 1: to eighteen months, and the experimentation you know that we're

440
00:24:42,240 --> 00:24:45,439
Speaker 1: doing through Project Convergence, that and some of the exercises

441
00:24:45,480 --> 00:24:48,280
Speaker 1: and Pacific in Europe are starting to show that you

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00:24:48,280 --> 00:24:52,200
Speaker 1: know that we we can indeed rapidly adopt these technologies

443
00:24:52,760 --> 00:24:55,800
Speaker 1: and they are an enabler. We will never rely on

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00:24:55,880 --> 00:25:00,119
Speaker 1: technologies to automate any human decisions, but the volume of

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00:25:00,200 --> 00:25:02,440
Speaker 1: data and the speed at which we needed cannot be

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00:25:02,520 --> 00:25:07,479
Speaker 1: accomplished without such an automation. Today, of course, I couldn't

447
00:25:07,560 --> 00:25:11,240
Speaker 1: let Dr Iyer go without asking him one more thing,

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00:25:12,520 --> 00:25:14,680
Speaker 1: dr Ira, I'm curious what gets you out of bed

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00:25:14,680 --> 00:25:17,560
Speaker 1: in the morning, what inspires you to go in for

450
00:25:17,600 --> 00:25:21,040
Speaker 1: a day of work. So first, it's the urgency of

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00:25:21,119 --> 00:25:23,280
Speaker 1: the change that we need to make. So we don't

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00:25:23,280 --> 00:25:25,199
Speaker 1: have a lot of time. The Army has committed to

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00:25:25,480 --> 00:25:30,000
Speaker 1: establishing a multi domain capable force by twenty eight and

454
00:25:30,040 --> 00:25:33,399
Speaker 1: we're now, you know, moving into two. We have an

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00:25:33,440 --> 00:25:35,960
Speaker 1: aggressive plan of things that we've got to get done,

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00:25:36,520 --> 00:25:38,960
Speaker 1: and there's a tremendous amount of work that's being done,

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00:25:39,320 --> 00:25:41,920
Speaker 1: but it's it has to happen at a pace at

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00:25:41,960 --> 00:25:45,040
Speaker 1: which the army and and the bureaucracy is not used

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00:25:45,040 --> 00:25:48,919
Speaker 1: to in the past, and so breaking those barriers means

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00:25:49,000 --> 00:25:50,600
Speaker 1: that you know, we're going to have to take some

461
00:25:50,720 --> 00:25:53,840
Speaker 1: very non traditional approaches to doing some things. So it

462
00:25:53,960 --> 00:25:56,520
Speaker 1: is that sense of urgency that keeps me going. The

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00:25:56,600 --> 00:26:00,320
Speaker 1: second is the commitment and the brilliance of our p people.

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00:26:00,760 --> 00:26:03,160
Speaker 1: And when I say our people, that's you know, the

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00:26:03,160 --> 00:26:05,560
Speaker 1: the army workforce, but also all of the people that

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00:26:05,600 --> 00:26:08,399
Speaker 1: are working with us from the outside. It's important to

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00:26:08,400 --> 00:26:11,359
Speaker 1: make sure that you know, in this collaborative approach that

468
00:26:11,440 --> 00:26:14,320
Speaker 1: we're taking that they feel the same sense of urgency

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00:26:14,359 --> 00:26:17,400
Speaker 1: that I do. But I see the same passion in

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Speaker 1: many of them, and their passion to keep our nation

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00:26:20,800 --> 00:26:24,400
Speaker 1: safe is one that keeps me going every day. Dr.

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00:26:24,440 --> 00:26:27,920
Speaker 1: I right. I couldn't ask for a better and more

473
00:26:28,000 --> 00:26:31,600
Speaker 1: inspiring answer to that question. And I am so appreciative

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00:26:31,680 --> 00:26:34,840
Speaker 1: of your time. Thank you again for joining us on

475
00:26:35,000 --> 00:26:38,200
Speaker 1: the Restless Ones. Thank you for the opportunity to share

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00:26:38,240 --> 00:26:41,359
Speaker 1: some of my thoughts. Dr. I are really drove home

477
00:26:41,480 --> 00:26:43,520
Speaker 1: that for the U. S. Army to do its job,

478
00:26:43,800 --> 00:26:46,760
Speaker 1: the United States must invest in not just catching up,

479
00:26:47,040 --> 00:26:50,520
Speaker 1: but also establishing a foundation that will allow for continued

480
00:26:50,600 --> 00:26:55,080
Speaker 1: evolution and rapid development of tech. It's not sufficient to

481
00:26:55,160 --> 00:26:57,960
Speaker 1: throw money in tech at a problem and then dust

482
00:26:58,000 --> 00:27:01,800
Speaker 1: your hands and walk away. Adversaries around the world will

483
00:27:01,840 --> 00:27:04,960
Speaker 1: continue to look for vulnerabilities, and the best way to

484
00:27:05,040 --> 00:27:08,520
Speaker 1: head them off is to continue to innovate. But that's

485
00:27:08,520 --> 00:27:11,800
Speaker 1: a job that's easier said than done. More often than not,

486
00:27:12,400 --> 00:27:15,520
Speaker 1: I think we assume huge organizations like the U. S.

487
00:27:15,640 --> 00:27:18,879
Speaker 1: Army are ill suited for the rapid development and deployment

488
00:27:18,920 --> 00:27:22,199
Speaker 1: of technologies and processes. I know I have made the

489
00:27:22,240 --> 00:27:25,199
Speaker 1: mistake of assuming the focus has always been on the

490
00:27:25,280 --> 00:27:28,760
Speaker 1: weapons in tech that soldiers rely upon on the front lines.

491
00:27:29,400 --> 00:27:34,280
Speaker 1: But the truth is that the tech stretches far beyond

492
00:27:34,560 --> 00:27:38,320
Speaker 1: the front lines and requires making some pretty radical changes

493
00:27:38,560 --> 00:27:41,960
Speaker 1: in a relatively short amount of time. I believe dr

494
00:27:42,000 --> 00:27:44,919
Speaker 1: Ayer's vision is one that puts us on the right track.

495
00:27:45,640 --> 00:27:47,960
Speaker 1: I want to thank dr Iyer once again for coming

496
00:27:47,960 --> 00:27:50,359
Speaker 1: on the show and sharing his valuable time with me.

497
00:27:50,920 --> 00:27:53,800
Speaker 1: I feel I have a much deeper appreciation for the

498
00:27:53,920 --> 00:27:56,560
Speaker 1: challenges we face as a nation, and I feel that

499
00:27:56,880 --> 00:28:00,800
Speaker 1: many of his insights apply well beyond the US Army.

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00:28:01,000 --> 00:28:04,320
Speaker 1: Thank you for listening to the Restless Ones. This episode

501
00:28:04,359 --> 00:28:07,640
Speaker 1: caps off our second season. I want to thank all

502
00:28:07,760 --> 00:28:09,639
Speaker 1: of the c t o s and c I O

503
00:28:09,760 --> 00:28:12,520
Speaker 1: s and other executives who have joined the show to

504
00:28:12,600 --> 00:28:15,919
Speaker 1: give us their insight. I feel like we really have

505
00:28:16,000 --> 00:28:20,600
Speaker 1: a deeper appreciation for the challenges that organizations face and

506
00:28:20,680 --> 00:28:24,920
Speaker 1: some of the technological solutions that enable those organizations to

507
00:28:25,720 --> 00:28:31,040
Speaker 1: meet and conquer those challenges. If you enjoyed this episode,

508
00:28:31,160 --> 00:28:34,280
Speaker 1: I highly recommend looking back over the past season for

509
00:28:34,440 --> 00:28:39,160
Speaker 1: other conversations with thought leaders and tech pioneers. I'm Jonathan

510
00:28:39,200 --> 00:28:46,080
Speaker 1: Strickland at T Mobile. For business, unconventional thinking means we

511
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