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Joint tactical interoperability requires a well organized and integrated approach to joint training. Despite several needed structural changes in joint command relationships and staffing effected by the 1986 Defense Reorganization Act, joint interoperability problems continue to occur. A broad overview of the current status of joint training and interoperability will provide a background for possible improvements to joint training programs. The services, in concert with the Joint Chiefs of Staff, can maximize joint capabilities through a systematic effort aimed at true operational integration. Such a program would simultaneously promote increased tactical level joint training and education, refine and enhance joint officer personnel programs and effectively disseminate lessons learned from both joint and single service operations.
Any conflict the United States becomes involved in will be fought jointly by its armed forces. Our ability to adequately command and control forces in battle depends upon interoperable communications between the services. This study traces our efforts to develop joint tactical command, control and communications (C3) interoperability throughout the Department of Defense. By looking at the evolution of a joint management structure it shows why it has taken over 25 years to reach consensus among the services on interoperability. More importantly, it shows how we will command and control our forces if we have to fight today. This study was written for staff officers, not communicators. It provides insight into joint command and control tools available in every service. The thesis of the study is that great progress has been achieved by the war-fighting CINCs in C3 interoperability. The challenge now is for staff officers to become proficient in the use of joint command and control tools. (RH).
Rapid progress in information and communications technologies is dramatically enhancing the strategic role of information, positioning effective exploitation of these technology advances as a critical success factor in military affairs. These technology advances are drivers and enablers for the "nervous system" of the militaryâ€"its command, control, communications, computers, and intelligence (C4I) systemsâ€"to more effectively use the "muscle" side of the military. Authored by a committee of experts drawn equally from the military and commercial sectors, Realizing the Potential of C4I identifies three major areas as fundamental challenges to the full Department of Defense (DOD) exploitation of C4I technologyâ€"information systems security, interoperability, and various aspects of DOD process and culture. The book details principles by which to assess DOD efforts in these areas over the long term and provides specific, more immediately actionable recommendations. Although DOD is the focus of this book, the principles and issues presented are also relevant to interoperability, architecture, and security challenges faced by government as a whole and by large, complex public and private enterprises across the economy.
In 1987 report, the General Accounting Office we identified various problems and made recommendations associated with the Department of Defense's (DoD) efforts to achieve command, control and communications (C3) systems interoperability-the ability of systems, units, or forces to exchange services, enabling them to operate effectively together. DoD concurred with recommendations regarding certification, waiver, and funding matters and stated that it needed to improve interoperability in certain areas and had established mechanisms to do so. This letter discusses DoD's efforts to overcome persisting interoperability problems. Our focus was on System (equipment) and operational (doctrine, tactics, procedures, and training) interoperability associated with command control, communications, computers, and intelligence (C4I).