CLEAREDFor Open Publication
Jun 06, 2024
Department of Defense

OFFICE OF PREPUBLICATION AND SECURITY REVIEWA Letter from the Deputy Secretary of Defense________________________________________________________________________________________________________

Our ability to operate successfully in the digital age hinges on our ability to leverage the power of information technology. By
optimizing the use of innovative products, improving IT user experiences, and enhancing operational effectiveness, we canaccelerate the Department's modernization efforts and expand our military's strategic advantage.
That's why I am pleased to share with you Fulcrum: The Department of Defense (DoD) Information Technology {IT) Advancement
Strategy. Fulcrum provides a roadmap for better aligning our information technology usage to advance Department priorities.
To succeed, today's warfighter requires information technology that is compatible with the complex demands of a dynamic
operating environment and modem battlefield. Technology that enables functional, rapid, and secure support. This strategy relies
on four distinct lines of effort that recognize this imperative as critical to meeting our national security needs.
At the heart of our approach is a steadfast commitment to user-centricity ensuring that user experiences are intuitive and adaptable.
To achieve this objective, this strategy focuses on ensuring our IT systems are fully integrated, our capabilities are best­ in-class,our infrastructure is resilient and secure, and our IT management processes are efficient and agile enough to move at the speed andscale needed to support and achieve our operational needs at any given moment.
Finally, we are committed to cultivating a highly-skilled and diverse digital workforce. One that reflects a rich tapestry ofperspectives and expertise. Through targeted recruitment efforts, we can attract top-tier talent to drive innovation. And throughtraining and development initiatives, we empower our employees to lead this digital transformation and deliver excellence at every
turn.
Together, we will continue to adapt in a dynamic technology landscape while delivering premier IT capabilities to the warfighterand superior value to the American taxpayer. This strategy guides the way.

The Honorable Kathleen H. Hicks
Deputy Secretary of Defense

Strategic Intent
Fulcrum represents the Department’s ambitious Information Technology (IT) advancement strategy designed to leverage thepower of technology to drive transformative change and serves as a tipping point for catalyzing digital modernization for the
warfighter.
To propel the Department forward, we must ensure continued success and relevance in the digital age. Fulcrum will enableachievement of the DoD mission and strategic objectives with unparalleled efficiency and effectiveness. To do so, the Department
must:
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Deliver solutions that are innovative, feature-rich, and aligned with user needs.
Prioritize user experience (UX) by ensuring that functionality is intuitive, performant, resilient, and contributes to overall
mission success.
Invest in IT infrastructure that is agile and scalable, capable of adapting to ever changing business requirements andmission demands.
Implement measures to maintain optimal performance, even during periods of increased workloads or business expansion.
Consider long-term interoperability and sustainability of IT solutions during design and development aiming forsolutions that stand the test of time.
Implement secure by design principles paired with a robust cybersecurity management framework that addresses theentire IT landscape, from network infrastructure to applications and data.

The DoD Chief Information Officer’s (DoD CIO) mission is to connect, protect, and perform. Fulcrum outlines a vision guided
by four lines of effort (LOEs) representing a strategic shift that embraces technology as a mission enabler. The following LOEs
drive sustainable growth, enhance operational effectiveness, and deliver superior value to the Warfighter:••••

LOE 1: Provide Joint Warfighting IT capabilities to expand strategic dominance of U.S. Forces & mission partners.
LOE 2: Modernize information networks and compute to rapidly meet mission and business needs.
LOE 3: Optimize IT governance to gain efficiencies in capability delivery and enable cost savings.
LOE 4: Cultivate a premier digital workforce ready to deploy emerging technology to the warfighter.

Fulcrum features the DoD CIO’s IT goals and objectives for Fiscal Years (FYs) 2025-2029 that provide essential support to thepriorities in the National Defense Strategy (NDS), and the supporting DoD Strategic Management Plan (SMP). The figure below
demonstrates that Fulcrum is central to enabling authoritative DoD strategies while providing the vision for supporting strategies.

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LINE OF EFFORT 1

Provide Joint Warfighting IT capabilities toexpand strategic dominance of U.S.
Forces & mission partners
Vision: Combined warfighting IT capabilities enables rapid,
widespread sharing of information with mission partners andprovides interoperability of our Joint Forces. Technologies
must support all-domain operations, provide real-time
intelligence, and allow all participants to share a common
operational picture.

1.1 Provide an intuitive and adaptive user experience:
Ensure warfighters can quickly adapt and integrate technology
into their jobs.
1.2 Treat and secure data as a strategic product:
Effectively harness data on, and in support of, thebattlefield, leading to decisive action for our military tooutmaneuver any threat.
1.3 Harness advanced technologies for strategic
advantage: Integrate advanced technology rapidly into
warfighting systems.
1.4 Outpace adversaries with Global C3 capabilities:
Modernize U.S. warfighting IT capabilities to include
electromagnetic spectrum capabilities that ensures warfightersand senior leaders can exercise superior command, control,and communications (C3).

Overview: The warfighter requires advanced, secure, andinteroperable IT that effectively supports the complex demandsof the modern battlefield. The DoD must design and build
capabilities that are functional, scalable, sustainable, andsecure. Delivered capabilities must be user friendly andadaptable to the speed of warfare. The DoD must continue toreinforce alliances and partnerships with premier collaborationand data sharing capabilities. Interoperability with mission
partners enables a swift and decisive response to any crisis,from any location, in any environment, and during any threat
condition.
In today’s hyperconnected world, trustworthy data is
indispensable for achieving strategic dominance. Advanced
analytics and Artificial Intelligence and Machine Learning(AI/ML) must assist and complement the warfighter with rapid
integration and display of data. Proprietary interfaces must be
replaced with modern Application Programming Interfaces(APIs) that are built to commercial industry standards.

Strong cybersecurity mechanisms must be implemented according to Zero Trust (ZT) principles and intertwined with DoD
software solutions and data to deter advanced persistent threats. Enterprise solutions for identity, credentialing, and accessmanagement (ICAM) are critical enablers for protecting data, user access, and APIs at an advanced level.
The warfighter must be equipped with functional and resilient applications and data that enhance Joint Command, Control, andCommunication (C3) capabilities. To gain decisive advantage on the battlefield, it is equally important to bolster warfighter
assurance globally in key technology enablers including positioning, navigation, and timing (PNT), electromagnetic spectrum(EMS), and National Leadership Command Capabilities (NLCC).

What success looks likeA seamlessly integrated digital ecosystem characterized by an intuitive UX, where the right users can access the right data, at theright time, for the right reason. Warfighters have access to modern applications to execute their missions. Advanced technologies,
such as AI and ML have propelled the Department forward by enabling predictive analytics, automation of repetitive tasks, and thecreation of personalized experiences.
A robust technology infrastructure forms the foundation for critical Departmental operations. Stringent security measures andprotocols are implemented to safeguard data integrity, confidentiality, and availability across diverse communication platforms.
The warfighter has freedom of action across multiple domains with access and shared information in contested, congested, and4constrained electromagnetic spectrum environments. Advanced encryption techniques and identity management solutions havebeen deployed to fortify the digital ecosystem against advanced cyber threats. Ultimately, deployment of advanced warfighting IT
capabilities for joint forces and mission partners has improved decision and competitive advantage for swift and decisive responses
to high-tempo, multi-domain operations.

How to measure progress
The following summary represents a collection of important considerations to focus on and measure progress against during theimplementation of this strategy. Additional priorities may be added as implementation planning and delivery unfold.

1.1 Provide an intuitive and adaptive user experience
What to measure

Why it matters

1.1.1. Deliver Mission Partner
Data sharing with mission partners enables joint force operations. Sharing relevant information
Environment capabilities to support U.S. improves situational awareness, fosters interoperability, and achieves broader impact and influenceand mission partners.
collectively.
1.1.2. Develop and deploy critical webCurrent systems put too much friction and cognitive load with manual workarounds for the joint
based mobility apps to warfighters andwarfighter. Modern applications dramatically reduce decision time.
mission partners.
1.1.3. Reduce the number of systems that Forcing customers to “swivel chair” between different systems impacts mission effectiveness.
require separate logins and/or endpoints. Enabling interoperability across IT systems enhances productivity and UX.
1.1.4. Increase performance of managed Improving system boot and run times increase productivity, facilitate update frequency, and enhance
DoD computers to comparable industry
security. Long system boot times and run time performance issues are a symptom of multiple
standards.
underlying tech refresh and operational issues.
1.1.5. Reduce time-to-resolution for
Reduction in time-to-resolution indicates improved efficiency in addressing IT issues, leading toservice disruptions.
increased productivity, and minimized disruption to mission operations.
User satisfaction is a crucial indicator of overall IT effectiveness. A rise in satisfaction levels suggests
1.1.6. Increase user satisfaction with IT
that the service providers have successfully addressed user needs and expectations, resulting in a
services.
better UX.

1.2 Treat and secure data as a strategic product
What to measure

Why it matters

1.2.1. Replace proprietary data interfaces
with modern APIs that are built toOpen APIs facilitate data sharing by providing clearly documented and accessible interfaces thatcommercial industry standards andallow software applications to seamlessly exchange information.
properly secured.
1.2.2. Configure APIs to “apply the
Mitigate cybersecurity risk against attacks on open APIs. Users should only receive data enabled byprinciple of least privilege”.
dynamic need-to-know policy rules.
1.2.3. Increase monitoring for APIs and
Rapidly detect and mitigate irregular user behavior, which may be an indicator of compromise orapplications.
insider threat.
1.2.4. Increase data encryption at rest andEncryption prevents data from falling into the wrong hands.
in transit.
1.2.5. Transition operational systems to a
Enables rapid processing of data at the tactical edge during disrupted, denied, intermittent, andsecure, scalable, and resilient network oflimited (DDIL) conditions for informed decision-making.
cloud and edge nodes.
1.2.6. Adopt enterprise ICAM shared
Enables the right users (people, devices, or robotic processes) to access the right resource, at theservices for use in DoD Systems.
right time, and for the right reason.
1.2.7. Advance protection of the Defense
Industrial Base (DIB) Controlled
Unclassified Information through adoption Increased assurance that DIB contractors meet DoD cybersecurity contract requirements.
of Cybersecurity Maturity Model
Certification program requirements.

51.3 Harness advanced technologies for strategic advantage
What to measure

Why it matters

1.3.1. Apply AI/ML to real-time
Application of AI/ML to warfighter decisions processes increases the speed and accuracy of
warfighting decision processes.
information and enhances decision advantage.
1.3.2. Automate strategically relevant
In leveraging automation where appropriate you are improving the ability of the warfighter tomanual processes using Robotic
achieve and maintain competitive advantage.
Process Automation or AI/ML.
1.3.3. Automate machine data tagging Eliminates the laborious process of making data AI-ready and accelerates the application of AI tofor strategically relevant systems.
processes for decision advantage.
1.3.4. Complete end-user platforms
cryptographic modernization andProvides the warfighter with advanced cryptographic compliant tools eliminating the burden foradvanced cryptographic capability
end user modification and configuration.
modifications.
1.3.5. Equip new Command and Control(C2) systems with built in cryptographic Crypto modernization protects the confidentially of the warfighter’s critical data which prevents themodernization capability andexploitation of the data by an adversary.
compatibility.
1.3.6. Build in supply chain cyber
Ensuring the supply chain is secured provides flexibility to accelerate the acquisition of national
security.
security systems but also reduces injecting unnecessary system vulnerabilities.

1.4 Outpace adversaries with Global C3 capabilities
What to measure

Why it matters

1.4.1. Provide assured PNT as an
Ensures secure and precise position, navigation, and timing to support high tempo multi-domain
enterprise service to the Joint Force.
operations across a variety of Naval Information Warfare Systems Command environments.
1.4.2. Deploy an agile, integrated
Ensure freedom of action across multiple domains to access and share information to maneuver in a
spectrum infrastructure and data
contested, congested, and constrained electromagnetic spectrum environment.
environment.
1.4.3. Field a modernized, secure,
Provides diverse, accurate, integrated, survivable, secure, and timely assured communication
survivable senior leader video and voice pathways allowing national leadership to execute command responsibilities throughout the escalation
conferencing system.
conflict.
1.4.4. Enhance terrestrial, maritime,
Assures accessibility of cloud-based applications, data, and communications for the warfighter at the
space, and aerial transport
tactical edge.
infrastructure.
1.4.5. Implement Defense Regional
Improve the endurability and availability of critical time for mission critical systems and applications.
Clocks (DRC) global ring.
Improves alignment and synchronization of nuclear command, control, and communications (NC3),
1.4.6. Integrate and centralize NLCC
continuity of operations planning (COOP), continuity of government (COG), and senior leader
Enterprise Management.
communications architectures.
1.4.7. Implement Enterprise Satellite
Communications (SATCOM)Management and Control (ESC-MC) to Increase resiliency by providing the warfighter with rapid communication avenues.
improve resilience and resource
allocation agility.

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LINE OF EFFORT 2

Modernize information
networks and compute to
rapidly meet mission andbusiness needs
Vision: DoD information networks will fully leverage the power
and versatility of commercial information technology and evolvefrom a network-centric security paradigm to a data-centric, ZT
model.
Overview: The Department stands in a new era defined byunprecedented technological advancement and global
interconnectedness. The imperative to modernize our global
information networks and compute fabric has never been moreurgent. The DoD information enterprise is at the center of military
operations, enabling communication, coordination, and decisionmaking across the range of conflict: strategic, operational, andtactical.
The modern warfighter requires IT infrastructure that can process
and disseminate vast amounts of data reliably and rapidly fromanywhere in the world. Highly resilient, survivable, scalable, andsecure IT assets are critical to maintaining strategic dominance in a
globally competitive landscape. The challenges the Department
faces in the digital age are immense and multifaceted. Legacy
systems, disparate networks, and outdated technologies havecreated bottlenecks and vulnerabilities that threaten to undermine
our readiness and resilience.
Global dynamic resilience of our IT infrastructure requires both
scalability and survivability. Pushing towards enterprisecommercial multi-cloud environments across all classificationlevels will offer global compute and hyperscale networking willoffer the DoD ready access to industry innovation at a pace
unattainable by the DoD alone.
Cybersecurity is a key aspect of this future global enterprise. The
pace of technological innovation has accelerated exponentially, andour adversaries leverage emerging technologies to exploit
weaknesses and gain strategic advantage. Implementation of ZT
across information networks and computers mean that the
Department will not be solely reliant on perimeter-based defenses;
all hosts will be treated as though they are compromised andhostile. Continuous monitoring, automated alerts and security
responses will be incorporated into the fabric of the DoD
information enterprise.

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STRATEGIC OBJECTIVES

2.1 Optimize the DoD Information Network (DoDIN)
foundation: Remediate existing technical debt andlegacy technologies across the DoDIN to improve
performance and user experience. Integrate andsimplify disparate DoD networks and computecapabilities.
2.2 Enable global dynamic resilience: Transform the
DoDIN with an intentional network architecture thatleverages the best-in-class technology, andemerging capabilities as they become available.
2.3 Implement ZT across DoD networks and computefabric: Secure networks and compute fabric with ZT
to increase resiliency against threats across the fullrange of conflict.

What success looks likeA modernized, information network that is a dynamic and agile ecosystem leveraging best-in-class technologies enabling fasterdata transfer, lower latency, and greater network capacity. Technical debt (TD) and legacy constraints have been minimized, andDoD networks and compute fabric exceed the dynamic and global needs of the Department. Implementation of next generation
technology (e.g., 5G) and modernized SATCOM are providing advanced global transport connectivity at tactical edge, additional
network capacity, and a high degree of resiliency for the Warfighter.
Implementation of ZT security is providing comprehensive protection against cyber threats by continuously verifying user
identities and scrutinizing network traffic, thereby fortifying the network's defenses.

How to measure progress
The following summary represents a collection of important considerations to focus on and measure progress against during theimplementation of this strategy. Additional priorities may be added as implementation planning and delivery unfold.

2.1 Optimize the DoDIN foundation
What to measure

2.1.1. Reduce legacy networks andtechnologies across the enterprise.
2.1.2. Reduce latency across virtual or
physical network and boundary devices.
2.1.3. Reduce TD ratio across the
Department.

Why it matters

Elimination of legacy technologies reduces costs, improves interoperability, reduces
cybersecurity threats, and improves resource allocation.
Simplified network configuration increases network performance and UX.
Reduction in TD ensures that the network and compute infrastructure is maintainable,scalable, and able to meet the changing needs of users.

2.2 Enable global dynamic resilience
What to measure

2.2.1. Expand the use of cloud service
providers (CSPs).
2.2.2. Increase Joint Operational Edge
(JOE) nodes globally.
2.2.3. Increase Outside the Continental
U.S. (OCONUS) on-premises cloudcapabilities (e.g., Stratus).
2.2.4. Create consolidated information
domains and network entry points formission partners (international, interagency, and DIB).
2.2.5. Modernize and transform the
network ecosystem supporting national
security systems.
2.2.6. Implement 5G across DoD
installations and operating forces.
2.2.7. Improve C3 capabilities andsurvivability at the tactical edge.
2.2.8. Modernize enterprise DoD public
safety communications capabilities.

Why it matters
CSPs provide scalability across all classification levels.
Enable rapid compute and data processing at the edge while supporting caching of data in DDIL
conditions.
Complement commercial cloud computing with DoD-owned and operated cloud services.
Enables rapid mission partner accessibility of data, while minimizing operational overhead and threatsurface.
Modernization of the networking ecosystem for national security systems will improve cybersecurity,
UX, increase resiliency, and scalability.
Increases network capacity and enhances reliable connectivity for simultaneously connected devices
with diverse usage patterns.
Secure and resilient C3 capabilities are essential for assured and trusted battlefield informationexchange.
Improves emergency management and force protection response time. Allows for integration ofadvanced security features and provides the flexibility to incorporate emerging technologies to ensure
effective emergency response, coordination between emergency managers, and improved situationalawareness.

82.3 Implement ZT across DoD networks and compute fabricWhat to measure

Why it matters2.3.1. DoD Components achieve ZT“target level” requirements for User (ZT
User Pillar).
2.3.2. DoD Components achieve ZT“target level” requirements for devices(ZT Device Pillar).
2.3.3. DoD Components achieve ZT“target level” requirements forapplications, systems, and workloads(ZT Applications, Systems, andWorkloads Pillar).

Strong authentication helps ensure that only authorized individuals and entities can accesssensitive data and resources. Prevents unauthorized users and malicious actors from gaining
access and compromising security.

2.3.4. DoD Components achieve ZT“target level” requirements for data (ZT
Data Pillar).

Ensures that data is handled and protected according to its sensitivity level, regulatory
requirements, and business needs. Robust end-to-end encryption ensures that data remains
secure and confidential, even if intercepted by unauthorized parties.

2.3.5. DoD Components achieve ZT“target level” requirements for enterprisenetworks (ZT Networking Pillar).
2.3.6. DoD Components achieve ZT“target level” requirements forautomation and orchestration (ZT
Automation & Orchestration Pillar).
2.3.7. DoD Components achieve ZT“target level” requirements for visibility
and analytics (ZT Visibility & Analytics
Pillar).
2.3.8. Increase logging and improvecertified cloud security professional
visibility into the cyber security status
and alerts generated.

Proactively mitigates advancements in cybersecurity threats by taking an “never trust, always
verify” approach to the networks.

Proactively mitigate unauthorized access and address device vulnerabilities that could be exploitedby cyber attackers.

Embed security throughout the rapid development and deployment of applications and systems.

Ensures rapid response to security events in real-time for improved threat detection and mitigation.
Automation minimizes the impact of security incidents and improves prevention of data breaches
or system compromises.
Enhances threat detection by identifying patterns indicative of potential security threats that may
go unnoticed by traditional rule-based systems. Differentiates between normal behavior andabnormal or malicious activity, enabling better understanding of the nature and severity of potential
threats.
Rapidly identify and proactively respond to evolving threats in the DoD hybrid-cloud environment.

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LINE OF EFFORT 3

Optimize IT Governanceto gain efficiencies incapability delivery andenable cost savings
Vision: Enhance IT management and oversight to ensure that
resources are utilized effectively and aligned with mission
objectives at the speed of warfare.
Overview: The Department is continuing a transformative
journey to revolutionize IT for the modern battlefield. Fueled by
the commitment to equip the total force with cutting-edge
capabilities, DoD will overhaul governance with streamlined
policies, processes, efficient allocation of resources, continuous
monitoring, and evaluation of IT performance.
Robust data improves the effectiveness of IT governance.
Decision makers must be able to trust, understand, and use IT
data to identify tradeoffs, make critical decisions, and manage
risk.
Streamlined Defense Business Systems (DBS) and enterprise IT
leverages economies of scale by consolidating resources andeliminating legacy systems. Governance frameworks prioritizes
DBS portfolio rationalization. Legacy systems that no longer
support business objectives or incur high maintenance costs aretargeted for consolidation, elimination, or replacement with more
efficient alternatives.
DoD will streamline acquisition and embrace Developer Security
Operations (DevSecOps) to bridge the gap from requirement to
deployment while ensuring cybersecurity remains paramountthroughout sustainment.
IT governance serves as the cornerstone for driving departmental
success in today's rapidly evolving landscape. By providing theframework and oversight needed to align IT resources withstrategic objectives, the Department is empowered to fully
maximize operational efficiency and impact.

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3.1 Overhaul IT governance process and tools for
Department-wide implementation: Streamline IT
governance to result in faster and clearer decisionmaking across the Department’s IT Portfolio.
3.2 Use trusted and curated data to advance IT
Governance: Arm decision-makers with high quality,
trusted data, and architectures required to makecritical decisions on the DoD IT portfolio andrationalize risk.
3.3 Streamline Defense Business Systems andEnterprise IT: Transform the Defense Business
Systems portfolio and drive toward enterprise IT solutions
that result in economies of scale for the Department.
3.4 Accelerate acquisition, development, anddeployment of IT: Streamline IT processes, enabling
the Department to serve the warfighter and broader DoD
enterprise.

What success looks likeA unified governance structure that aligns with organizational objectives fostering efficiency and innovation. A cohesive
governance framework is in place that standardizes policies, processes, and procedures across all IT operations. A common data
framework has been implemented and driving business outcomes by ensuring consistency, accuracy, and accessibility of data
products that facilitate informed decision-making. Duplicative and obsolete DBSs have been consolidated or eliminated, while
relevant legacy DBSs have been modernized to maximize cost-effectiveness. IT acquisitions have been streamlined accelerating
the deployment of technology solutions enabling rapid adaptation to mission requirements.

How to measure progress
The following summary represents a collection of important considerations to focus on and measure progress against during theimplementation of this strategy. Additional priorities may be added as implementation planning and delivery unfold.

3.1 Overhaul IT governance process and tools for Department-wide
implementation
What to measure

Why it matters

3.1.1. Construct a comprehensive, unified
IT governance framework which reduces Provides streamlined decision-making for efficiency and clarity across the Department’s IT portfolio.
duplication.
3.1.2. Foster data-driven and automatedMaturation of the Department’s data and decision-making process drive improved governancemethods of governance for complianceefficiencies.
decisions/analysis.
3.1.3. Identify and address policy
constraints that inhibit optimization of
DoD IT systems.

Removing policy roadblocks and constraints simplifies governance and optimizes the IT ecosystem.

3.2 Use trusted and curated data to advance IT governance
What to measure
3.2.1. Enhance data interoperability.
3.2.2. Increase use of IT data standardsof core data entities. (e.g., system,
application, software, etc.).
3.2.3. Increase data quality acrossauthoritative sources.
3.2.4. Improve use of data tags andmetadata.
3.2.5. Increase automation of Records
Management (RM).
3.2.6. Increase accessibility of DoD
electronic and IT for users withdisabilities.
3.2.7. Improve curation of data.

Why it matters

Improves interoperability ensuring data generated by one system can be easily understood and usedby another without extensive translation or transformation.
Adherence to data standards ensures trustworthiness and quality of data for decision-makers.
Increasing quality, including metadata, enables IT data citizenship while ensuring IT data is curated,
trusted, and available to make effective decisions.
Tagging of metadata enables structured data decision automation.
Automation reduces human error, manual processes, and the recordkeeping burden on IT customers
and endpoint users.
Ensures equal access of government information systems, electronic content, and websites for users
with disabilities.
Providing trustworthy information to decision makers results in timely and informed decision-making.

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3.3 Streamline Defense Business Systems and Enterprise IT
What to measure

3.3.1. Increase the pace of DBS
rationalization.
3.3.2. Decrease number of duplicative
capabilities across DBS and IT
infrastructure.
3.3.3. Increase adoption of DoD wide
enterprise IT services, contracts, andsystems for higher efficiencies.

Why it matters
Ensures cost avoidance by eliminating resources required to maintain legacy systems.
Ensures cost avoidance by eliminating resources required to maintain duplicative systems.
Efficiency gains (i.e., cost, contract award time, delivery time) across the Department due to increased
adoption of enterprise IT services.

3.4 Accelerate acquisition, development, and deployment of IT
What to measure

3.4.1. Reduce delivery cycle timeline.
3.4.2. Increase the number of programs
leveraging continuous Authorization to
Operate (cATO) for faster delivery.
3.4.3. Increase use of common
architecture, risk frameworks, andstandards.

Why it matters

Identifies opportunities for capability delivery process improvement while reducing delivery cycle time.
Leveraging agile, DevSecOps processes, and capabilities shortens delivery cycles while delivering
secure capabilities.
Provides the foundation for DoD Components and DIB partners to build to, reducing inefficiencies andshortening integration time.

12LINE OF EFFORT 4

Cultivate a premier digital
workforce ready to deploy
emerging technology to
the warfighter
Vision: Shape a highly skilled digital workforce equipped withthe latest knowledge and expertise, poised to swiftly deploy
emerging technologies and drive innovation.
Overview: The DoD must continue to identify, recruit, develop,
and retain talent that is driven by purposeful work, and that feel
connected to the greater cause of the national security mission.
This essential workforce encompasses a wide range of activities
and technologies that includes IT, cybersecurity, cyber effects,
intelligence, and enabler work roles within the DoD Cyber
Workforce Framework (DCWF). The Department isbroadening the DCWF to include data, AI, software
engineering, transitioning into the digital workforce. The
digital workforce is cross-cutting and inclusive of those who
support functions across human resources, finance, logistics andmany other functional activities.
Investment in our workforce is critical to the success of the
Department’s ability to deliver technology to the warfighter.
The DoD workforce serves as the backbone of our digital
infrastructure, possessing the expertise to develop, maintain,
and secure the technology systems that drive efficiency,
innovation, and competitive advantage in today's modern
battlefield. As technology continues to evolve rapidly, ongoinginvestment in IT professionals ensures that the Department canadapt to emerging trends, mitigate cybersecurity risks, andcapitalize on new opportunities.

STRATEGIC OBJECTIVES
4.1 Build a top-tier digital workforce: Identify andrecruit top talent to ensure the DoD has skilled
personnel equipped to integrate and deploy
technology for the Department.
4.2 Prioritize continuous learning for the digital
workforce: Invest in opportunities for the workforce
to remain current and keep pace with new andemerging technology, trends, and mission needs.
4.3 Retain an exceptional digital workforce: Offer acompelling workplace so that the DoD is seen as an
employer of choice across the federal government.
4.4 Foster collaborative partnerships to enhance thedigital workforce: Prioritize partnerships acrossgovernment, industry, and academia to enhancecapability, development, and effectiveness.

In a highly competitive employment landscape, the DoD must
be seen as an employer of choice across the Federal Government and industry. To attract, recruit, and retain an exceptional digital
workforce, the Department must offer competitive compensation, work-life balance, continuous learning opportunities, careerdevelopment, functional workspaces, and innovative environments with flexibility in when and where people work.
The Department must increase the use of non-traditional hiring authorities for critical work roles while minimizing timelines to onboard new employees. Infusion of new talent, educated on the latest technologies, will be pursued through entry level scholarshipprograms, university outreach, partnerships with academia, industry experts, and technology communities.
Cultivating a premier digital workforce is paramount for the success and sustainability of the Department. By investing in
identifying, recruiting, developing, and retaining top talent, organizations can build a culture of excellence, collaboration, andcontinuous improvement. An empowered digital workforce not only delivers exceptional results but also serves as a catalyst for
positive change and long-term success.

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What success looks likeA fulfilled, engaged, and productive digital workforce, inspired by a diverse cadre of visionary leaders deeply committed to thesuccess of our mission. These professionals are delivering world-class digital capabilities to the warfighter in a relevant and timely
manner. The DoD digital workforce is characterized by informed critical thinkers at the strategic, operational, and tactical level.
The DoD is actively recruiting talented, highly skilled, and impassioned individuals from diverse backgrounds and experiences.
Our digital workforce is engaged and learning through academic experiences, mentorships, and developmental opportunities.
Employees have hybrid flexibility in where and when they work. They have state-of-the-art tools that enable remote work andvirtual collaboration.
Career paths are clear yet flexible, and succession planning helps organizations cultivate the next generation of digital leadership.
Staff are empowered to identify, evaluate, and act to solve problems. Prudent risk taking is celebrated, and performance reviews
reflect impact. As a result, employee satisfaction is high and digital professionals at all levels are leaders, able to support decisions
that optimize mission execution.

How to measure progress
The following summary represents a collection of important considerations to focus on and measure progress against during theimplementation of this strategy. Additional priorities may be added as implementation planning and delivery unfold.

4.1 Build a top tier digital workforce
What to measure

Why it matters

4.1.1. Increase digital occupation billets coded
IAW DoD Cyber Workforce Framework
Enables the Department to assess readiness and shape recruitment efforts.
(DCWF) in manpower system(s) of record.
4.1.2. Increase digital occupation personnel Provides data to support workforce management including development of digital career paths,
coded IAW DCWF in personnel system(s).
recruiting, retention, and talent management initiatives.
4.1.3. Decrease the DCWF digital occupations Prolonged hiring times increase the likelihood that DoD will lose desired digital workforce talenttime-to-hire.
to other employers.
4.1.4. Use non-traditional hiring authorities for Enables expedited hiring, targeted recruiting and outreach for critical workforce needs thereby
critical DCWF work roles.
improving the ability to attract top candidates.
4.1.5. Increase utilization of DoD-sponsored Brings in fresh ideas, enables succession planning, infuses more long-term growth, andentry-level hiring programs.
stability into the digital workforce to reduce attrition rates.

4.2 Prioritize continuous learning for the digital workforce
What to measure

4.2.1. Qualify the digital workforce inaccordance with the Cyberspace Workforce
Qualification and Management Program
requirement set forth with DOD Manual
8140.03 (8140 Program)
4.2.2. Increase participation in sponsored
professional development opportunities.

Why it matters

The 8140 Program specifies the enterprise baseline qualification requirements by work roleneeded to enhance mission readiness. Regular updates to these requirements based ontechnology trends and mission needs ensure the workforce remains current to keep pace withtechnology. Data about the proficiency of the cyber workforce informs assignment, training,and career development decisions.
DoD-sponsored professional development opportunities (e.g., Naval Postgraduate School, Air
Force Institute of Technology, National Defense University, Executive Leadership
Development Program) reflect the importance placed on a culture of continuous learning by the
Department.

144.3 Retain an exceptional digital workforce
What to measure

Why it matters

To attract, recruit, and retain a digital workforce in today’s competitive environment, the4.3.1. Increase job satisfaction across the
Department must offer competitive compensation, work-life balance, job stability, functional
digital workforce.
work location, innovative environment, and flexibility in when and where people work.
4.3.2. Increase the rate of retention of
Fostering an environment that prioritizes the return on investment of digital workforce
scholarship participants beyond initial service opportunities (e.g., scholarship, developmental) will demonstrate the Department’s
for each cohort.
commitment to retaining top talent and encouraging a culture of innovation.

4.4 Foster collaborative partnerships to enhance the digital workforce
What to measure
4.4.1. Increase rotation and exchange
program participation.
4.4.2. Increase the number of partnerships(e.g., commercial, federal, academic)
established through memorandums ofunderstanding and other documents.

Why it matters

Rotational assignments offer opportunities to immerse the digital workforce in diverse
experiences strengthening the knowledge base and fostering a culture of personal andprofessional growth.
Mature and stable partnerships are a crucial force multiplier and help identify both emerging
technology and talent.

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From Strategy to Outcomes
Fulcrum describes “what” the DoD must achieve with respect to advancing IT for the warfighter and “why” it matters. The
detailed implementation plan required to achieve these goals and objectives will describe the “how” we will get there. It is
forthcoming as part of our immediate next steps. The CIO will establish a governance forum that meets regularly to manage thecollective priorities outlined in this strategy, track delivery, and focus resources in support of driving to the intended outcomes.
Archimedes, a mathematician, and inventor in ancient Greece, was reported to have said, “Give me a lever long enough and afulcrum on which to place it, and I shall move the world.” This strategy serves as the fulcrum for empowering DoD leaders todrive transformative change and advance technology for the warfighter in an evolving world. We must continue to work in
partnership across the Department to fully realize these outcomes.

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