DIGITAL TRANSFORMATION
Te Army Digital Oversight Council chaired by my office and established in the 2022 fiscal year has been the underpinning for many of the Army’s hard decisions. We have shown that governance can be successful through transparency and accountability. Two of the most recent reform efforts initiated through the council that have had tremendous impact relate to cybersecurity reform and budgeting reform.
Te authority to operate and connect on an Army network requires continuous monitoring. Te cybersecurity reform effort is converging the risk management framework process with directive authority to improve cyberspace operations. Tis standardization and realignment will result in the Army reduc- ing the number of authorizing officials and, more importantly, at the appropriate levels where risk can be better assessed and managed. In conjunction with the Risk Management Frame- work 2.0 streamlined process that reduces the number of controls to the minimum required for continuous monitoring, a new governance structure called the Army Cyber Risk Management Council will enable the CIO and the Army’s G-3/5/7 to balance cyber risks against mission risks.
Likewise, the Army has established a new process called Army Resource Framework for IT to enable the CIO to better balance priorities within a subset of the Army’s $16 billion annual digi- tal budget by fencing funding certain budget lines for program objective memorandum 2025-2029. Tis will help the CIO protect funding for priority programs established through the capability portfolio review process and balance any new require- ments within the portfolio with agility while not having to compete against other Army priorities, as has been the case with our former program evaluation groups. Tis year the process will set the foundation for eventual new digital program evaluation groups in the Army—one of the key priorities identified in the Army’s digital transformation strategy.
CONCLUSION Te linchpin for digital transformation is a digital workforce that is tech-savvy and data-savvy to innovate and transform the Army at scale. Digital tools and technologies are now common, and my office has made it much easier to adopt them through accredited implementations in the cloud.
Te greatest impact, however, will not be realized until these tools and technologies are operationalized by the workforce. Te Army digital human capital strategy is our attempt to establish a strategy focused on the digital workforce with several prior- ity initiatives in each area, from developing new talent models
to recruiting to retention. Te Army was the first service in the 2022 fiscal year to implement the Cyber Excepted Service to provide greater opportunities for recruiting and retaining top- skilled cyber talent.
While initially focused on Army Cyber Command, it is expected to be scaled across the Army in the 2023 fiscal year. Te Army has also leveraged other authorities offered by Congress, such as direct-hire authority, to recruit talent from industry through nontraditional recruitment processes.
Te Army is actively exploring opportunities to scale the Army Software Factory and establish the right mechanism for talent development and career paths for Soldiers and civilians. But much work remains to be done in this area and will continue to be a focus in the 2023 fiscal year and beyond.
Finally, the Army has established irreversible momentum on digital transformation in the 2022 fiscal year, and it is truly an all-of-Army effort. Te imperative is clear, and the road ahead is clear. Staying on target with the priority efforts but remain- ing flexible to keep up with the pace of changing technology will bring the agility and flexibility needed for continuous modernization. My organization is proud to have established this transformation and remain a trusted partner for the Army in the future.
For more information, go to
https://www.army.mil/cio.
RAJ G. IYER, PH.D., is the U.S. Army chief information officer for information technology reform. Prior to his current role, Iyer served as the managing director for government and public services and senior manager,
security for Deloitte Consulting. He has held various roles
technology strategy, defense and national in
information technology within the commercial and military space. His top civilian awards and professional achievements include the Meritorious Civilian Service Award, the International William Conroy Standards Professional Award, and dozens of published peer-reviewed papers. He holds a Ph.D. in electrical engineering from the University of Texas, an MBA from the Ross School of Business, University of Michigan, an M.S. in electrical engineering from the University of Texas and a B.S. in electrical engineering from India’s National Institute of Technology.
https://asc.ar my.mil
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