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loop to achieve greater levels of productivity. The multiplicative nature of the NCW value function represents increasing returns on investments made in networking the force and in learning how to capitalize upon a networked force with its SSA and ability to collaborate and self-synchronize. All of this offers us the opportunity to get more out of our investments in “net-ready” platforms. Rapid deployments, small intheatre footprints, and low collateral damage are all by-products of network-centric concepts and network-centric capabilities. There is a legitimate question about whether or not there is a need, in the short run, for increases in the budget to affect this transformation of the force. In theory, one might argue that a realignment of priorities is all that is needed. However, in practice, additional investments in the short run may be required to achieve a critical mass of network-centric capabilities sufficient to demonstrate the power of joint NCW capabilities and, therefore, affect a realignment of investment patterns. Given the evidence to date, it is clear that a given level of warfighting effectiveness can be obtained with fewer resources if the force embodies mature network-centric concepts and capabilities. Thus, in the long run, it should not cost more to operate a network-centric force than a platform-centric one. A lot will depend upon developing new approaches to persistent military problems (e.g., critical mobile targets) that leverage the power of a networked force rather than the power of stand-alone platforms. Certainly an appropriately focused increase in the top line would help remove key impediments to transformation more quickly. 6. NCW and NCO should be the cornerstone of the Department’s strategic plan for the transformation of the forces. NCW and NCO offer order-of-magnitude improvements in almost every importance dimension of interest. The success of these concepts is not dependent upon a particular geopolitical future or a particular set of scenarios. NCW and NCO go to the heart of how well an organization is equipped to handle uncertainty, dynamically unfolding situations, asymmetrical attacks, and day-to-day operations. NCW and NCO allow DoD to reap the full benefits of its more importance resourceits people—by giving them what they need to do their job; i.e., high-quality awareness and the freedom to utilize this awareness to accomplish the varied tasks at hand.
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