FIVE STEPS TO SERENITY
Key to successfully integrating AI is establishing a training environment and training tools similar to Anaconda (an open-source programing environment) and Jupyter Notebook (open-source software for interactive computing) platforms for the Python programming language. Te Army sustainment enterprise can expand on the existing GCSS-Army virtual train- ing environment to enable Soldiers to apply AI development tools against data in GCSS-Army and share code.
Tis would allow a scalable and tailorable training platform to apply AI tools to exist- ing data. Existing GCSS-Army business intelligence training platforms and tools should be elevated beyond their current optional state of learning to include AI applications once integrated in the GCSS- Army and Army Readiness – Common Operating Picture environments. Along with the training environment, the Army must establish training standards for data as it improves data collection efforts.
In addition to training, the Army must leverage civilian expertise through direct hires and expanding existing partnerships with leaders in the AI space—Microsoft, Amazon, etc. Te Army should not over- look the warrant officer ranks in its
The wealth of data in GCSS-Army is the perfect environment for Army sustainment to lead DOD in adopting AI tools for application into military operations.
development of AI expertise. Warrant offi- cers already lead efforts in understanding GCSS-Army application and should do the same leading the integration of AI.
STEP 5: THE ACQUISITION PROCESS Leverage the acquisition process to enhance data collection capability and improve AI integration.
The final area of consideration is the American industrial base and our acqui- sition process. Leveraging the acquisition process is an advantage available to the entire Army and DOD. Te Army must leverage its power in procurement for the cultivation of data and future integration of AI. As we previously described, we lack
consistent data collection devices for fuel, water, transportation and ammunition— yet these devices exist in the commercial sector. On the commercial side, we can use an app on our phone to monitor the fuel level in our personal vehicle or track a package as it moves from an Amazon ware- house to our house. Te Army sustainment enterprise needs to use the acquisition process and relationships with suppliers to demand similar data-collection capabili- ties in all products, and, most importantly, require access to data on all equipment from defense contractors.
The Army needs to apply the government-contracting process to prior- itize manufacturers and developers who embrace AI and incentivize those with- out AI to adopt data collection capabilities that support the Army and DOD inte- gration of AI. Te Army must focus its attention as much on software as it does on hardware in order to keep pace with advancing technology.
NEXT STEPS Trough initiatives underway to expand data fed into GCSS-Army and the matu- ration of the Army Readiness – Common Operating Picture, the Army sustain- ment enterprise has established the initial
GREAT POTENTIAL
AI has the potential to give commanders predictive models informed by real-time data and would allow Soldiers to assess current information and reduce waste. (Image by Getty Images/Viaframe)
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Army AL&T Magazine Winter 2021
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