Summarizing these and other examples, the USSOCOM commander emphasized the unique capability of SOF to “effectively compete below the level of traditional armed conflict and across the spectrum of conflict as part of the joint force,” pointing to “a high demand for special operations-unique capabilities across the spectrum of conflict, from peaceful cooperation through competition short of armed conflict, up to and including large-scale combat operations.”

Transform

A second constant within USSOCOM is recognition of the need to continue and potentially expand key transformation efforts already underway.

Thomas repeated the NDS call to “Sharpen our competitive edge, [which] will require creative approaches, resources, and disciplined execution,” explaining that USSOCOM will continue to transform its force and business practices in ways that will “increase lethality, build new partnerships, and keep pace with the dynamic strategic environment.”

As examples of the new approaches being taken, he noted the extensive leveraging of commercial off the shelf (COTS) systems and focused research, development, testing and evaluation, as well as developmental investment in areas that include cyber; next-generation low-observable infiltration platforms; an airborne high-energy laser; automation; and machine learning.

“We are major contributors to the ongoing Under Secretary of Defense for Intelligence’s Project Maven initiative to automate the time-intensive process of recognizing and identifying the tremendous number of objects of interest within various full-motion video feeds,” he said. “Our investment in Project Maven helps us with the processing, exploitation, and dissemination of intelligence surveillance and reconnaissance [ISR], as does congressional support for SOF ISR capabilities through the ISR Transfer Fund appropriations in FY 2016 and FY 2017.”

Thomas continued, “USSOCOM continues to embrace new and leading-edge networks, tools, and venues to reach the broadest markets and attract innovators in commercial industry and academia that offer solutions and capabilities for our research, development, and acquisition programs. Our SOFWERX initiative has a network of over 6,000 collaborators and contributors. SOFWERX provides a direct warfighter nomination process to identify emerging requirements. This process combines with “outside the wire” access for nontraditional technologists, entrepreneurs, and other individuals with innovative solutions to solve problems rapidly. This approach provided solutions ranging from the creative application and targeted rapid prototype modifications of COTS to the exploration of non-radio frequency communication techniques to enhance survivability in both terrestrial and aquatic environments. Current efforts include exploring opportunities with 5G networks and unlicensed high-speed wireless communications, evaluating open-source software applications, and continuing ‘Thunder Drone’ activities, which focus on counter-unmanned aerial systems [UAS] challenges and solutions as well as opportunities to enhance our offensive use of UAS, especially in coordination with machine learning-enabled capabilities.”

USSOCOM is also working its transformation efforts with the other armed services, through activities like annual warfighter conferences.

“We intend to sustain the momentum of these annual conferences through continued engagements that enhance joint teamwork and the warfighting capability of the joint force,” Thomas said. “For example, during the past year, Marine Corps Systems Command leveraged the USSOCOM Sensitive Site Exploitation Program to select the next-generation biometric identification device. This capability enables the verification of biometric signatures against the DOD [Department of Defense] authoritative database. Another great example is the 33 USSOCOM Light Tactical All-Terrain Vehicles (MRZRs) procured to support the U.S. Army’s 82nd Airborne Division combat evaluation to meet a Global Response Force operational gap resulting in a cost avoidance to the U.S. Army of $5 million. Furthermore, the U.S. Marine Corps’ Program Executive Office Land Systems has utilized the USSOCOM’s five-year General Services Administration Blanket Purchase Agreement contract to acquire their fleet of MRZRs. In all cases, USSOCOM worked closely with the U.S. Army and U.S. Marines, sharing all test data, internal air transportability certifications, airdrop certifications, and other information to facilitate the rapid acquisition of the MRZR by those services.”

He went on to highlight a range of additional cooperative efforts in areas ranging from materiel to facilities.

“As part of transforming, we seek to strengthen alliances and build stronger international partnerships,” he said. “International partners provide complementary and sometimes unique capabilities and forces to the fight. For over a decade, USSOCOM’s Sovereign Challenge program opened the doors to the military leaders of over 125 sovereign states via their defense and military service attachés assigned to Washington embassies. Over 1,700 Sovereign Challenge alumni returned home to positions of greater responsibility in their respective countries’ military forces and societies. Working through the Assistant Secretary of Defense for Special Operations and Low Intensity Conflict [ASD SO/LIC] and the Office of the Secretary of Defense for Policy, we have negotiated formal agreements with 23 nations, who now have full-time representation on my staff. We have 20 Special Operations Liaison Officers assigned to U.S. embassies. This unparalleled international network translates into greater global collaboration and synchronization across both the U.S. and allied force. Foreign partner SOF played a significant role in the defeat of ISIS in support of USCENTCOM, and 25 allies and partners are providing SOF to ongoing campaigns in Iraq and Afghanistan. These mutually beneficial partnerships are focused on improving international SOF capabilities and their ability to operate with us, which is USSOCOM’s responsibility under Title 10, Section 167. Additionally, we’ve used established bilateral agreements to reduce costs associated with sustaining forces worldwide, such as acquiring lifesaving freeze-dried plasma from our French allies.”

People

Acknowledging that the cited advances in technology, procurement, partnership, and authorities serve to enhance SOF, Thomas was quick to assert: “It doesn’t change the fact that people are the most important asset. Understanding and communicating across cultures and languages, building and maintaining effective networks of action, and working with partners to achieve common interests all demand the highest quality people with keen interpersonal skills. The creativity, initiative, and spirit of the people who comprise the special operations formation cannot be overstated. They are our greatest asset.”