Who s got the grease pencil?! What Cyber Security can Learn from the Outer Air Battle
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1 Phantom Works Advanced Modeling & Simulation Who s got the grease pencil?! What Cyber Security can Learn from the Outer Air Battle Mark N. Clemente 15 th ICCRTS June 22, 2010 BOEING is a trademark of Boeing Management Company. Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-2312-NT 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 1
2 Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 2 U.S. Navy photo by Photographer's Mate Airman Apprentice Antonia Ramos (RELEASED)
3 Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt U.S. Army photo by Staff Sgt. Lorie Jewell (Released) 3
4 Who s got the grease pencil?! What Cyber Security can Learn from the Outer Air Battle A Battle of Complex, Adapting, Living Systems The Outer Air Battle plan for degradation Danger of Too Much Information Conclusion Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 4
5 Battle of Complex Adaptive Living Systems Copyright 2009 Boeing. All rights reserved. The adversary gets a vote U.S. Navy photo by Mass Communication Specialist 2nd Class William Pittman/Released Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 5
6 Battle of Complex Adaptive Living Systems Complicated Known/knowable, predictable cause and effect chain Inputs/outputs proportional Whole equals sum of parts Complex Multiple interdependent variables Changing cause and effect chain Inputs and outputs not proportional; whole does not equal sum of the parts Complex Adaptive System Reacts and evolves independently in ways we cannot entirely predict 6 Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 6
7 Complexity: Interdependent Variables Large numbers of interdependent variables shape the behavior of each actor but continually change t1 Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 7
8 Complexity: Interdependent Variables t-2 Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 8
9 Complexity: Interdependent Variables t-3 Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 9
10 Complexity: Interdependent Variables Each variable is two-directional affecting other actors Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 10
11 Complexity: Interdependent Variables who in turn co-evolve and affect each other. Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 11
12 Adaptation Key Traits Flexibility how robust an organization is in adapting to new mission sets at the strategic / operational (higher) level Resilience how robust an organization is in adapting to damage to their system Responsiveness how robust an organization is in adapting to new mission sets at the operational / tactical (lower) level Agility how quickly an organization adapts to a changing environment Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 12
13 Levels of Adaptation Action how well the system adapts at the tactical level the point of action. Learning how well the system absorbs and adapts to changes in the outer environment. Learning to learn how well the system is structured to learn and adapt. Defining success how well the system is able to redefine their fitness based on new information / lessons learned. Co-adaptation from the system of systems standpoint, how well the disparate organizations are able to co-adapt to improve the fitness of the greater system. Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 13
14 Adaptive Action How well the system adapts at the tactical level the point of action U.S. Navy photo by James D. Hamill/Released Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 14
15 Learning How well the system absorbs and adapts to changes in the outer environment U.S. Navy photo by Photographer's Mate 1st Class Michael W. Pendergrass. (RELEASED) Copyright 2009 Boeing. All rights reserved. Approved for release to foreign persons. EM log # RBE-1843-NT Clemente, 7/13/2011, SAS 081.paper#7.26Apr2010.ppt 15
16 Learning to Learn How well the system is structured to learn and adapt U.S. Navy photo by Photographer s Mate 1st Class Mahlon K. Miller. (RELEASED) Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 16
17 Defining / Redefining Success How well the system is able to redefine their fitness based on new information / lessons learned Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 17
18 Co-Adaptation How well the disparate organizations are able to co-adapt to improve the fitness of the greater system U.S. Navy photo by Mass Communication Specialist 1st Class Kim McLendon/Released Complex Adaptive Living Systems may be a useful model for real world challenges U.S. Navy photo by Photographer s Mate 2nd Class Daniel J. McLain (RELEASED) Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 18 U.S. Navy photo by Mass Communication Specialist Seaman Patrick W. Mullen III (RELEASED)
19 The Outer Air Battle 02D 02C 04D 02B 04C 04B 06D U.S. Navy photo by Photographer's Mate 3rd Class Christopher B. Long (RELEASED) 06C 06B Shoot the Archer, not the Arrows Electrons on the Attack Plan for degradation Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 19 U.S. Navy photo by Mass Communication Specialist Seaman Adam K. Thomas/Released
20 Danger of Too Much Information Blurring Levels of War? Strategic GOOOAAAALLLL!!!!!! (a sports analogy) Operational Tactical Emergent functions at different scales may need different approaches and tools U.S. Navy photo by Mass Communication Specialist 2nd Class Johansen Laurel Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 20
21 Danger of Too Much Information Coordination over Time Major Combat Peace Crisis Response Post- Conflict Peace Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 21
22 Conclusion This is no black box solution to complex human challenges Never forget that your adversary gets a vote Complex adaptive living systems may be a useful model for real world challenges Plan for degradation Hierarchy is not inherently evil emergent functions at different scales may need different approaches and tools Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 22
23 Questions It's not if the nets go down but when they go down, because the enemy is going to try to take them down. There is no military in the world more vulnerable to losing its nets than the U.S. military because we are so reliant on them for our worldwide operations. We need to create a corps of officers who are comfortable with uncertainty and ensure that they can give commander's intent - broad guidance to their subordinates - so that when, not if, the nets go down, they can continue to operate at good speed, understanding what the commander needs done. Gen. James Mattis Commander, U.S. Joint Forces Command Interview with Vago Muradian 23 May 2010 Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 23
24 Questions We've raised a generation that, for the last nine years of active operations, have never been out of touch with their higher headquarters. What we're going to have to do is train by turning off the radios - as we did in the Cold War, when by pressing that handset key and transmitting, you were endangering yourself to the enemy's strikes on you. We're going to have to get used to turning off the handsets for other reasons: to see if people can operate on their own initiative. Gen. James Mattis Commander, U.S. Joint Forces Command Interview with Vago Muradian 23 May 2010 Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 24
25 Questions To the extent possible, naval forces will deploy and employ redundant systems to maintain command and control of dispersed forces in the face of such threats, and will maintain proficiency in retaining the operational and tactical initiative when communications and information systems are degraded or denied. Naval Operations Concept 2010 Copyright 2009 Boeing. All rights reserved. 1/5/2010 4:55 PM, #144.Clemente.15 th ICCRTS Jun 10.ppt 25
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