terms of the new technologies coming down the line and
a workforce with the talent to manage that from a tech
nical standpoint. You’ve got to think about that today. A
system may not be coming out for 10 years, but I’ve got
to go recruit talent today, get them into the warfare cen
ters and grow them from the headquarters standpoint.
How are you designing cyber security into the
MOORE: It’s one of my three mission priorities, along
with the ontime delivery of ships and submarines in
this culture of affordability. It’s a warfighting imperative
for our ships and submarines. I have a cyber council
here that meets monthly. We have a very welldefined
set of specs that we work to in NAVSEA.
I don’t own the ship IT [information technology]
systems, but I own all the machinery, control and com
bat systems that are associated with the ships. We’ve
got to design up front into our systems the ability to be
able to protect themselves and to fight through a cyber
attack. Having said that, we have to be careful.
One of the huge warfighting advantages that our
Navy has over the rest of the world is our ability to
network weapon systems and sensors and to move
data rapidly from a warfighting perspective. There is
the thought that the easiest way is just disconnect —
unplug from the gig, unplug from the network, get off
the satellite — and then you won’t get attacked. There
may be instances where we need to do that, but what
I’m emphasizing here is to take a systems engineering
approach to how we build these systems and factor
cyber in on the front end to do the best you can to
minimize the disruption to the systems.
When disruption does happen, warfighters need
the ability to work around that. Building redundancy
into systems and not relying on one particular system
to do everything will help. But it’s going to happen.
As I tell my people all the time, it’s no different than
any other warfighting advance throughout the history
of mankind. I don’t view cyber as any different than
that. While it is something to take very, very seriously,
I don’t think it’s something to fear.
We have proven over the years the ingenuity of the
American worker and the technical people who work
here. Our ability to stay one step ahead of our com
petitors is something that has always made us the best
Navy in the world. We just need to continue to do that
going forward on the cyber front.
What are the most important things defense
industry can do to help NAVSEA in executing
MOORE: The best thing we can do with industry is to
consider them a critical partner. We need to listen to
industry and industry needs to listen to us. We must
work collaboratively on this. We have the best industry
in the world and they will build what we want them to
build. We need to involve them early in the discussions
about what is it we want, the art of the possible and
what it’s going to cost, and then get them in the front
door on the design.
A lot of the great ideas we’ve had today came direct
ly from industry. We’ve got to encourage them to invest
in their plants and facilities to make themselves more
affordable. We’ve got to encourage them to help us out
to get leadingedge technology on the ship.
My experience with them over the past 20 years
building aircraft carriers is that they are great partners
with us and, when we can articulate the requirements
with them, they go out and put a great product on the
street. They are patriots and they’re a business that needs
to make a reasonable profit but, at the end of the day, we
wouldn’t have the Navy we have today if it weren’t for
the great industry partners that we have. n