But he sees a problem if investments in technology don't compensate for the loss of human resources. You can't separate out telecommunications and computers and software into stovepipes any longer. You don't take communicators who are just repairing push-talk radios or putting up satellite dish antennas and expect them to understand fiber optic networks, open network communications architectures, and all these things we're moving into. It's therefore logical, Andrews believes, to concentrate greater power in this position, rather than disperse it. What's required, he contends, is someone who handles the department's need to move and manipulate information.
Information is information.
Busey makes a different point. He thinks the tension created by the office of the assistant secretary for C3I in dealing with counterpart offices in each of the military services is positive. If all is lackadaisical and no one is communicating, you're not going to accomplish anything. If there's a certain amount of tension, you're going to make policy progress. Andrews, too, thinks individual proclivities are important-including the person in the C3I job itself.