Like many U.S. companies, the Department of Defense (DoD) invests in leadership development. The DoD recognizes equal benefits and has instituted various programs to enable it. However, not every DoD organization invests in leadership development the same way. The ones that do think more deeply about their future have thoughtful and effective leadership development programs that combine training, practice, and cultivation—all intended to professionally nurture future leaders. DoD organizations that have more defined hierarchical leadership structures such as mid-level managers (MLMs), senior-level managers (SLMs), senior-level leaders (SLLs), or equivalent offer a gateway to learn more about what leadership qualities matter to them. At the Defense Acquisition University, 37 MLMs, and 32 SLMs provided valuable insights in their survey responses. No SLLs participated in this study.
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Authors: Maj Bradley C. Panton, USAF, John M. Colombi, Michael R. Grimaila, and Robert F. Mills
Every year, the Department of Defense (DoD) upgrades its information technology systems, allows new applications to connect to DoD information networks, and reconfigures the enterprise to gain efficiencies. While these actions better support the warfighter and satisfy national security interests, they introduce new system vulnerabilities waiting to be exploited. Often, these vulnerabilities are discovered only after the system has already deployed, where costs to fix are much larger. This article recommends the DoD adopt an economic strategy called the vulnerability market, or the market for zero-day exploits, to enhance system Information Assurance. Through the mutual cooperation between industry and the military in securing information, the DoD optimizes security investments, secures critical information, and provides an effective and resilient warfighting capability.