Trust

AI is making its way into military operations and warfighters will increasingly co-exist with machines with progressively more advanced autonomous capabilities. As machines make the jump from simple tools to cooperative teammates, human-machine teaming will be at the center of warfare. Understanding how to ensure trust between humans and machines is critical.

Dr. Jean-Marc Rickli, Head, Global and Emerging Security Risk, Geneva Centre for Security Policy, Switzerland

Federico Mantellassi, Research and Project Officer, Geneva Centre for Security Policy, Switzerland

AI is a formidable enabler but its potential remains far from realized. There is a growing role in using AI for improving the air force’s planning and decision-making processes at the different levels of warfare, if the inherent limitations and constraints of this technology can be appropriately managed. Allowing for as much data as possible to be exploited will be key to expanding AI adoption.

Jean-Christophe Noël, Research Associate, French Institute of International Relations (IFRI) and Editor-in-Chief, Vortex

Fifth-generation air warfare rewrites the delivery of air power by bringing together all components of air operations. Fifth-generation C2 will depend on human factors and the ability of air commanders and their subordinates to adapt to new ways of working. The air force will require leaders that can train new ways of thinking and cultivate trust.

Robert Vine, Squadron Commander (Ret.), Royal Australian Air Force and Independent Advisor, Australia

AI has well-known problems in that it can be fooled, cannot transfer knowledge gained in one task to another, and is entirely reliant on data for its performance. Although AI will significantly change decision-making in air warfare, not all air forces will use the same technology in the same way – even in the narrow area of decision-making.

Dr. Peter Layton, Visiting Fellow, Griffith Asia Institute, Australia

Reaching Joint All Domain Command and Control (JADC2) goals will depend on identifying core command and control (C2) needs and establishing software development plans that are achievable. Investments in people and resources will be needed to move beyond today’s manpower intensive C2 and, as a realistic goal, improve current planning processes with automation and some AI and ML.

Sherrill Lingel, Senior Engineer, RAND Corporation, United States