This morning. Will hear from Combatant Commanders about readiness innovation and resiliency. [applause] okay now, look, weve had a great two days. Weve got to get everybody awakened here this morning. So the mc Just Announced the president of afa, which means nothing. But as general wilson and general goldfein would tell you, i am also have the distinction of being the greatest vice chief of staff of the air force in air force history. How about that . [applause] okay. Thank you very actually welcome to our last day. This is really been great and so we really appreciate you all being here and we really have a great panel for you today, essentially a lot of the leadership of the air force, most of the leadership of the air force, and which was exciting today is we saved the last day, we pulled out all the stops. We saved all the money we had until the end and we went out and hired the most expensive, most talented emcee we could find, so general goldfein is going to emcee this morning picks on just going to kick this thing off but good morning. Welcome to today and we have some fantastic speakers for you. Really looking forward to it. There are several commanders here that you are all familiar with, so let me introduce them very quickly. We have Lieutenant General scobee, Lieutenant General rice, Lieutenant General mcmurray, Lieutenant General kwast, lieutenant john webb, chief wright get a simcox no, hes not. Okay. Hes a cowboy sent so we understand that. [laughing] he has another speech actually. General miller, general ray, general brown, general holmes, general raymond, general wolters, general wilson and finally general goldfein. Ladies and gentlemen, please welcome to was an allstar panel for you this morning, the leadership of United States air force. [applause] thanks, larry. So let me kick it off by saying first of all, you know, as we work to deliver this one, two, three, punch, three being the day here, the secretary first laid out the air force we need for the future to be able to educate the National Defense strategy. Yesterdays discussion was how article to prepare and present that force . Activate chief wright will talk about, how do we tell our airmen from the ground up . And so as we set the stage where we were going in the future, i will tell as chief, this allstar team that we have assembled here is among the most combat proven team of warriors that we as a serbs have ever assembled. In the important work that we have ahead, i cant imagine a better, more talented team and this one. And so as we kick it off with questions and start to get those questions to start rolling in, ill start with the worlds greatest vice chief the fall the worlds greatest vice chief [laughing] and ask you if you would, i mention that theres a vice chief challenge coming up. So if you would certainly out for us whats coming. So vice chief challenge him this is where the chief says he has the vice chief, and im a challenge. [laughing] what it really about is to take something that afl are did over the past couple years on the challenge and kind of scale that and to let our airmen focus on our hardest problems because this case were going to focus on with the chief talked about yesterday, multiDomain Operations. What does that mean . Were going to go out to our whole air force, crowdsourcing ideas from her airmen on how we would solve some of those hard problems and multiDomain Operations, will do Ideation Platform at cyber works to help us. We will refine the problem set, get public and private folks to help us to really get after a couple of those big challenges, then were going to get our pros from air force recruitment, acquisition pros, contracting pros and try and build that capability and rather than take years, do it in months. So hopefully this Time Next Year at afa we will roll out the winner of the vice chief challenge, but it will be quite frank about all the airmen out in the field taking your ideas, crowdsourcing it can refine it, working with pros and interested partners and then with our pros and contracting acquisition to deliver capabilities fast. She, this was all about. We were roll out some stuff over the next few weeks with more detail but thats the big nugget. Awesome. So first question is rolling in. General rice, could you give us an update on Hurricane Florence and all the recovery and rescue efforts going on . Yes, sir. Who is here from North Carolina or South Carolina . Raise your hand, please. So our hearts and minds and souls go out to you for the almost two dozen of our americans that have perished in the storm. It was ready devastating. It was thought of as a storm of another storm of the century in the category of things like katrina. Thankfully as it hit the coast it changed into account one, but dont tremendous amount of rain turned from a wind event which we worried about, loss of power, into a flood event. For those in South Carolina, youre going to be happy that large parts of North Carolina are going to wash downstream over the next week into North Carolina. So thats a problem though because this tends to make the storm longterm in the sense of the flooding thats going to last for days, weeks and in some cases month. Anyone down at i40 and see the pictures on the news, i40 is to close with water over it. In terms of our operation, we have roughly 550 air guard on duty directly supporting this, everything from rescue to transport. We have our whole enterprise involved in this. And typically when a look at the total force we multiply the knee boots on the ground or boots in the air from air guard can we multiply that number by ten and thats the number of people are using involved in an exercise across the whole committee. Everything from tac seeks to First Air Force to all of our sites which are providing alysf se o the data from overhead. Its a whole of dod effort with 550 guardsmen, over 50,000 of our total force involved in this across the whole air force, to 10,000 Army Guardsmen that are on the ground helping out and driving around and picking up people. Weve done over three dozen races of people that have been stranded by flash flooding that comes through, and that is still continue and will continue for another week. Thank you, sir. Thanks, catfish. A couple questions coming in on innovation. And so this would usually for across the panel anybody can grab it, just go down the line as you see fit. First of all, what are you saying from the dollars that was put forward to wink and squadron and Group Commanders relative to the innovation . And how do we work this is come from the field, how do we work through the frozen middle to be able to push those innovation ideas forward works let me opened up to anyone of you who want to grab the mic. Chief, as you know in europe, and ever, we have European Defense initiative and its a set of funds that we can throw at a test to ensure we can get quicker faster stronger more resilient. And in so doing we pull squadron commanders and Wing Commanders for mr. Ways to train smarter so that we can be successful in the first five seconds in the first 48 hours of the confrontation here so are we commenced put their Heads Together with their squadron commanders, and as time is gone by we found recommendations come from our Wing Commanders all the way about how to protect airmen more so in a combat environment. In one of the discoveries by whatever Wing Commanders as result of this Innovation Initiative was just pulling out the older blueprints for sheltering in place to save lives. Thats a a classic case where n you put folks together and you think about what they can do to actually save lives in the battle space, some of the great old ideals we will come up with and take some of those old ideals and put some new refinements to it and were in a position to actually we know we can save more lives. On the frozen middle, one of the things weve done air force Space Command instituted and others have as well, a shark tank where you kind of bypass the frozen middle and young airmen can bring ideas straight to the command team. It has proven to be very, very effective and thin but we do is we try to report and incentivized or rewarded that innovation to send a strong message that its important to us. Allowing folks africans have access to leadership to share those ideas and having leadership take action on those end of the militant and reward that i think has been pretty helpful. Chief, i think whats particularly helpful with respect to the frozen middle, and ill jump the same thing, its actually just talking about it. Because i know in my commanders calls and the various forms we have, saying there we, Senior Leadership and action with the junior members of our service are actually i dont think this is kind of put a challenge out there. That will be helpful in kind of falling some of that. Chief, id like to defend the frozen middle. Because the reality is, this is really, this is a way organizational behavior is rooted in human nature, and but, the good thing is this challenge is helpful to all understand how we balance of bureaucracy which is intended to perpetuate what works. And its good. Its important. You have to process or it becomes chaos. But you also need the leaders to straddle the difference between the bureaucracy, that perpetuate what works and innovative piece that does the destructive stuff that threatens the bureaucracy. Both are essential in an adaptive organization. What people running through this challenge is how to manage of that. Its surely not the frozen middle. Its actually the people that event held accountable to perpetuate what works. So id like us to use a different term than frozen middle. Because that doesnt fantasize a lot of people we need to make sure we state effective people we also celebrate the innovators that when you do find something that is novel and useful, we folded into the bureaucracy and then we perpetuate that goodness. Steve, have building on that with what youre looking at in terms of how we train differently . Trek to the other piece for air education treatment that is come out of this innovation challenge is the of the dynamic of innovation thats really fun, and that is that you let your people look at the tools that a been invented in the last few years that did not exist even three, four, five years ago and see how those tools can actually accentuate the job were trying to do. So for air education and Training Command its things like virtual reality, augmented reality, Artificial Intelligence coaches and supercomputing where now i i can afford to give a simulator to every student, and they can put in the pocket, take it home with them about anytime they want. When you give the power of control to the individual where they can devote themselves, its a game changer. Weve moved from a model where in the industrial age, in a military most of us can make a joke of when you come in the military, ill tell you exactly what you learn, when children at 11 and you will not print anything until i tell you to learn it. We flipped that when i say you cannot anything you want to learn any kind want to learn in any way you like to learn it. And now you start incentivizing a culture that is an aggressive learning culture, and aggressive adapting culture. And believe me in this age of change, the fastest learners will be the big winners. Got one here for general holmes your so what updates can you give us on the acc tradoc discussion relative to multiDomain Operations . Thanks, chief. Over the last year are combat command and u. S. Army training and doctrine command, which is across the arctic from langley across 64 at joint base langleyeustis come have done four tabletop exercises together with the purpose of trying to figure out how the army and air force will fight together on the battlefields of the future that the chief talked about yesterday and how we can present those multiple approaches that were required multiple lanterns out of the enemy as the chief said. So we look at different portions of the fight ever started with a close battle, for air force guy that would be starting with the target and working backwards, and we started with what would be required us to fight together will in the postbattle. We work the fact into some some command and control tabletops. We look at deploying our force and when looked at the different pieces of what it will take to the garrison and field to fight together against an adversary. Some of things that weve learned our that one of the key things that we will have to get is how do we take the echelons of air force control which for most of us is one as long that holds everything together and tells her airmen how to proceed in fight, and im with multiple echelons at the battalion and brigade and the division and the corps. And how will be courtney our efforts together in a way faster in forward structure that we used in the past . Weve been in a fight where we could think about what are going to do three days from now . Because the enemy, was not an adversary and was having to work slowly and approach their goals, and so we did boards and committees and then they kind of fight the chief doctor this week, those boards and committees will be too slow. We will be taught about target federal exist anymore and launching joint fires against them that may not be there anymore either. So chief, we are working together primarily focus on how we will share our ability to commit and control so that we converge on multidomain Solutions Like you talked about. Thanks. So three of our new commander cd general miller, general brown, general ray, a cautious came in the says as new commanders what are you focus on as you take the reins of your new command . Its funny were all sitting here right together as well. Chief, i think the family. His first of all i highlight the fact that my predecessor actually doubt a sound strategy. What im focus on now is how to take that strategy from the 40 page document and several powerpoint slides and make it a reality. Thats a a focus on is how do i operationalize the strategy that the staff put together so we can be, implement, execute that. Chief, my initial focus here is on excellence, teens and people could you ask us to revitalize the squadrons. You ask us to find a lethality. My focus right now was what the secdef said if this is the last piece, what would you be doing different today . That means theres a greater focus on being as with as a can with what we have and not looking to all of our indicators for readiness as our capability to fight, but its the attitude to take it to the inn at any time. Making sure we are as good as a can with what we have in being honest about what will be kennye cant do. And making sure were focused as a team, of course as a focus on the squadrons. Each of the squatters discarded part of the bigger team, making sure the leadership of the squadrons is focus not just in and down but across. And, of course, my predecessor did a fantastic job formalizing the effort to make life better for our crew and our teams out there in the missile fields and in the bomb wings, to make sure we are delivering on those things. Theres a few key programs i could always follow up on the things were working on but when i i look at that lens as well, ive got clear and clear guidance from general hyten as a stratcom command to come at this as the error component to strategic command. And so that changes a little bit of a a perspective on how we go after that. It gives me a unique opportunity to look at all the things i need to do for the strategic portfolio through the lens of a war fighter as well as an organized train and equip person so gives me a better perspective. Chief, rapid Global Mobility, its really moving at the speed of war being able to achieve all of our mobility objectives any contested, degraded or operation limited private. We will do that with a focus on the aoc, the future, what we need have to be able to do those, to do those things. And also where the error component to transcom so how do we better approve those processes and move it to the speed to being able to support the war fighter. Thank you. One for general holmes again. Is the Wing Organization experiment at Mountain Home going to be spread to the rest of the air force . I think that will be up to the rest of the air force, chief, and well see how it goes. I think so far the feedback from the experiment has been good. What we did at Mountain Home is when looked to streamline a commandandcontrol structure, flatten it to separate line duties from staff duties and move some of the things we ask squadrons to do that are both staff functions for the wing and raise those up like you would see at headquarters to allow squadron commanders to focus on the role and to work more closely together. I took the first report which ii will for to sink in the first Quarterly Report on how theyre doing. Well put in metrics against that and measure their readiness and the retention rates across the wing, all the squadrons operational squadrons, support squadrons, and see other doing. But the short answer and how theyre doing is squadron commanders are working very closely together to solve the problems, which is a think what you imagined as we revitalize squadrons that instead of going to a group committed to astro, squadron commanders are reaching out across groups and city debt and working through solutions of the promise together and then taking a solutions to the Wing Commander which is what we hoped. Great. General kwast in which the future officer promotions and officer development . Sir, this is a team sport, and the future of development i would say probably is really changing the paradigm where the development of the individual is something the individual has control of an access to the information to make them a better version of themselves. And to this continuum of learning we are building for the air force, this ecosystem forever and and is going to access the education and training and networks of coaches and mentors and friends on command on demand any time is a foundation for a different model of development. And that force development where you really can start creating an environment where people can take a troll of the things a note of the things they can do to achieve excellence will drive a different model for Talent Management ultimately if we do it collectively right. What i mean by that is when we figure what we value and we could allow people to really be good at doing those things we value, whether its some of the corporate values like critical thinking, integrity, creative thinking, collaborative thinking, constructive thinki, whether its more skill related where youre a great mechanic, youre a great pilot, a great space operator, that now you can actually start promoting what you value in ways that weve never achieve before in any military. And only thing that allows us to do this is the data and the ecosystem, the environment we have now that we did not have 20 years ago. So were taking something that exists now, just like steve jobs could have never given us this even though we didnt even know we wanted it. He couldve never given us a st the internet not been invented. We can never done what we doing now had all of this data not been out there. So its very exciting how force development will change the way we can more accurately promote what we value and people are measured by the performance of their job, not by what school you went to, not by what square they failed up by the performance of the job measured by another human being and knows what fight looks like. Thanks, killer. For general scope and general rice. General scobee if you could also as you take a look at, take the new rains of your command, what are you thinking about for the future that you could share with us . For general scobee and general rice, whats the air force during to create every pass that will allow them in to move more seamlessly between the active and the reserve components . Thank you, chief. Ill say one of the things as ive come into this command, it is great. My predecessor did a a great jb of setting up for success suckow to give her some props as well. Really what well focus on as we go forth from this is comfortable, we are prioritize our strategic depth to include the readiness of the air force reserve command and where we are going with that. And then we are focused on building our Resilient Leadership in trying, we are in lockstep with the things the air force is doing and how do we best present leaders and grow our leaders in order to fill the needs of the air force total force. Thats the second piece. The other one is our organizational reform that we were looking at. Mr. Manasco puts of a woman is excellent in all we do is also include puts it very well dash away focus on ensuring that we keep the faith with our airmen and we provide them the necessary support that they need to be able to do their job. Thats what were doing, making sure our airmen have the ability to show every day to work can focus on their skills training and really get after the work of being ready for the worst that will come in the future. Those really do three things were going to prioritize as we go forward from that. I will let general rice start with the first part of your second question. Some of things were doing in this realm of continuity of service is to give an individual opportunity to still patriotic serve and wherever they may fall in their life cycle as they grow where an individual might want to be an active status as the begin of their service for our country and having an adventure and see the world and feel the depth of the air force. At some time place they might have a change in their life and family may come into view at the want some more stability and predictability and the reserve component opportunity may exist. And then as the default to the family been a loyal to say hey, i want to go back on active service and see the world and lead some of the innovative things were doing in the air force. As general scobee talks about our work with secretary manasco, were working on some real innovative ideas to get after that and joining general kwast and getting after the frozen middle and working on things like scrolling where theres a school for active duty regular service, a scroll for reserve service. Why dont we have just one scroll rather than to scrolls . That allows us to go back and forth between the two services as well. We do not want to get in front of congress and the role and responsibility to approve the school of who gets a point in the military. We want to add to that and bring it to the 21st century and that will add great value to us. One more process were going to get after, and thats this four letter word called maps. As we engage and use a process to our advantage to allow our members to transfer from one service to another or one company to another, that would be a great hurry to us as we streamline the process and get after that and make that better and work for us rather than against us. Thank you, sir. General rice . Right on the head there are combustor that is exactly what you do get after civility to do that because we are all in this together. Its really the ability to get our airmen the ability to serve in the best pay status or component best suits the needs of them and your families so they can continue to serve. The more barriers we remove for them to be able to move from component to component in order to get after the job of defending our country, the better off we will all be. Thanks. General mcmurray, how have the result of the light attack expense binges in the from acquisition process for light attack . Well and what we are using them for is to really establish the selection criteria that were going to work to make that contract award. Expect to have the rfp out this december and then as we rolling out the draft rfp some work to the will use the experiment results to make a more informed Decision Matrix that basically about the award to be more rooted in reality. One for general wolters, general brown as for commanders how do you propose to synchronize and harmonize the developments in multidomain command and control to ensure coalition uk native pacific that they fit into the operating model . Nato. Chico the greatest meeting with which to improve our ability to perform is as you will know is exercise and training events and making sure that we shift the focus in those exercise and training events to wear from beginning to end rebate and all domain multidimensional operations and to ensure do so with the allies, with the partners and with the coalition, and focus on the logical faces a conflict that we anticipate that we will have to embrace. With the improvement in funding over the corps of a steady budget and through eei and we been able to take those dollars and put those dollars against those actual time events inside exercise to where we are improving our ability to bacon all Domain Operations to be effective from start to finish. So the pacific doesnt have eei right notes would have the same amount of money. I think the key aspect for this is an our proposal we have partners and one of things i found is in my recent travels to australia, japan and korea theyre all getting f35s as aa good example and how do we actually work and orderly between the different platforms, how we exercise, how we dialogue. When i look at the exercises in operations allow us come a look at Different Levels and are building up one is at the highend were able to push information back and forth easily. The second end is were able to actually just able to talk on radios. The third is mindless equipment so we can go down a path and as a look across our aor theres different operability but we use for different reasons. Part of it is for a highend type conflict, competition but also mandatory Disaster Response is another aspect of this as well. Great. General raymond, with the present talk about space as a were fighting domain, what can you share with us in terms of where were headed in the business of space were fighting . Chief, thanks, thanks for the opportunity. I think its clear where to focus on war fighting. Theres great alignment in our nation today that space is war fighting domain just like air land and sea picu for the president or the Vice President say, he has a secretary of defense, our chief and thats really the focus of air force Space Command today. If you coming to air force base committed you can integrate the set a strategic inflection point,. What we used to operate in april 9 benign domain. I would say there are four necklines of effort that you could lump or Group Activities and that we are focusing on. First one is partnerships and development the partnerships with a were fighters that are on this table and working to integrate space at a different level with the partners that are here, developing, we all have a great relationship with Intelligence Community but even furthering that partnership with intelligent unity which is so important. We are also developing partnership with our allies, just a couple months ago we transitioned the joint Space Operations center to a combined Space Operations center so we really working that aspect as well. Then working to strengthen relationships with industry. Theres a really bad word they use in space basis but theres an explosion of things happen in the commercial industry, and we want to capitalize on that. The other line would be to develop joint were fighters and thats a twopart problem. That is developing Space Operators to understand the joint were fight but also understanding what you might consider more traditional joint were fighters that understand space. So working with that. We are also, the third line of effort would be to bridging to defendable architectures. The constellation we had in orbit today are not all that defendable. They are described us on the slow kids in gym class that cant run very fast, and were going to make them run a little faster. If you look, and then the last thing, and this has been done largely by the great team, working acquisition and agility and making sure we can develop capabilities at the speed that is tactically relevant that will keep us in the fight. Thanks, thanks, chief. Vice chief, start with you and then, this has got a few questions that came in about infrastructure. Of course yesterday i talked a lot about defending the base, fighting the base, and so start with a vice chief. The question is we talked a lot about aircraft acquisition, speed, delivering the what is being done about her aging faces and infrastructure from which we project power . Let me start, chief, weve got a big team working with installation and Mission Support command but our a4, mr. Henderson, general harris, mapped out our bases infrastructure. We can tell you you are areas D Improvements are really down to every building on our air force. Weve got to put, stop just look at and do something about it. We have prioritized investments in our infrastructure. We have raised the plant replacement value, a number we would use to make sure infrastructure is turned over at appropriate rate and boosted the funding considerably this last year and made that a priority that we will foundation refund our base in for such it is our power projection platform but it is a place where going to project combat power from both here and as he do in expedition or if i figure we got to put our money where our mouth is. I cjd harris over the shaking his head because weve got a big bill the slasher, how do we come unless we prioritize and do that, its going to consistently get older. And more worn out. We are have replaced the vatican replacing installations insulations about 150 years. That was an acceptable. The funding has gone up and were going to get after it to really get after fixing our infrastructure across all our bases. Maybe we can go down the line a little bit and then maybe we will start with you, because basing is a big part of all the things youre thinking about relative to operational planning. General brown, same thing in the pacific. We talk about all of the aspects of being a small air force that needs to deploy very quickly and the only way we can do that is if we have access and basing from which to quickly establish and operate. Maybe share with us what you were thinking. Chief, the culture that you have infused into our air force has allowed those initial conversations that weve had to start the conversation with come in your component come in europe and africa come to enhance multiDomain Operations from a basing perspective, what is it that you need to be successful, as you alignment with your Sister Services, with nato with the partners of native. We been able to make all that into the master attack went if you will from infrastructure standpoint and that in itself ultimately about us from the basing standpoint to be better at multidomain multidomain oe more interoperable with our Sister Services in theater and our nato partners and obvious it is much more effective force. Im just got our air force embraces this kind of attitude in each one of these larger decisions from basing to say the lights on the space and being more effective. Chief, theres a couple things and look at from a basing perspective. Our major operating bases that we have around the pacific and we had to Pay Attention to. One of the key things i thought in my recent travels is when it went into japan to get ready for the olympics, and as a do that, find Quality Construction will be a challenge. The same thing in korea as samsung is building a major plant very close. So thats one aspect. The other aspect is we work we appreciate the headquarters in part of the conference we held in hawaii just recently come is that if we look at that. The other basing infrastructure across our aor to be able to employ. When we look at that is not just the challenge and what of our partners, the u. S. Talks about basing, the challenge that makes people very nervous which is sometimes good for adversaries, a little more challenging for our partners, but how do we actually just the capability go to different places operate that are somewhat there based and be able to move on. Thats all part of it so its kind of a two headed coin for the pacific. Chief, your air combat command counter bridges the gap between the bases that afford and the places where your payment have to be ready to fight where they are now. If you start with their 24 hour day mission angela get 24th air force and the Cyber Capabilities and 25th and the isr support they provide to people all over the world, the focus is to make sure their mission is assured with predictable and secure power with the network connectivity, with the things the way to operate against adversary over long distances. And then the second part is having forces that are ready to deploy and i invite to roll into more with general wolters and general brown and fight alongside the pier as you talk about the other side we think the key to that is pushing down the authorities and responsibilities and tools to squadron commanders and let them have control of the training to get ready to go do that. The Global Strike guy, i think the first argument is we are seeing our enemies, through the most part with the one to keep all those leaders awake at night. And so obviously were going to be the object of their attention, and to think even think of the infrastructure as the equipment, is also the attitude behind which will operate the equipment. So having lived through the two where everything was isolated and work our way through all that, theres a lot of just things we can do in a blocking and tackling canticle to make sure we are resilient. It is an absolute mindset that we fight this nays who would fight as an integrated team. So as we revitalize the squadrons we mission, its how well the industry industry that as a collection of functions but as operating that power projection platform and getting that right culture and mindset so as we look to the secret improvements, as a look at that part, theres absolutely a focus of who we are as admin and how were going to make that just and a possible target. And we do that from a dispersal location in a missile fields are dispersed and so had we do that . I think the air force is doing great to help us with that problem but is going to be an evolutionary thing and will just have to have that right mindset that goes along with the equipment and the parts and pieces. Theres a a partnership at e table between im going to go to general miller and general webb as well because we are a global power with global reach and a global reach and we often talk with every 2. 8 out of the talk but not the fact its taken off from a base will have access. We dont do Global Mobility global reach rapidly without access to basis. Many of those bases are in less than secure locations and that doesnt stop it. We reach into general webb force and his team to ensure that we can establish security very quickly and operate for the time we need to operate. Perhaps the two of you talk a bit about how you looking at this from the force projection perspective. Thanks chief. Several kind of lines of effort i think from special operations perspective as a look at this, first as you said in many of the ehlers we dont own basis overseas. We are falling in a topic infrastructure. So some of the challenges that general wolters and general brown just alluded to come into play. The challenge is with construction in japan and elsewhere, in europe or in play. But the challenge ipad for our folks here in special ops of course is we tend to be out on the frontier, kind of the mantra is it really, continued along this line of thought is, how austere can you go . So all of our kind of weapon systems, all of our tribes within special ops are charged with how can you conduct operations in one. Of darkness come for instance . It could be as austere as going in and a wiping able to conduct operations, roll it up at the break of dawn and roll out. That kind of mentality drives different set of logistic challenges, but some that makes us in the other definition of resiliency that we talked about, to lines of resiliency. Those kinds of challenges roll into direct linkage to the rest of the air force that has helped support the come. So really infrastructure thats already there and the austerity perspective is the approach we take. In the expeditionary piece of air mobility, its very robust. We role in open ports, we will end to base their field and get them up and running. That is an expertise that we will sharpen as we go ahead. Chief, you know, one of the top conversations that were going to need all of your help with is the fact that we ran out of money after the first three speakers. Because its expensive. All strategy comes down to conversation about priorities. And do not forget that from alexander the great to nepal to eisenhower real napoleon. If of facilities fail you, yor mission feels you. And if you dont invest in the foundation of power, the edge of the sword will dole. Take us back to the analogy of the fifth. If were going to go this test can body needs increase in muscle. If you dont even have the dorms to teacher basics, the skills to be an airman, the Mission Fails logistics and investment in this, and we dont have enough money to fix it off because weve been taking risk on facilities for so long. So this key conversation about priorities whats more important . Is it more important to fix a base out on the front line or fix the foundation at home . Thats really where it gets contentious. Ive got a card that came up the submit time for one more questions am going to ask this one down the line can start with the vice chief. The question was, in an organization we are to be working towards perfection. If you can do one thing, what would it be to advance the air force . Chief, i would say to continue what you been pushing for the last two years, and thats to continue to empower our airmen. They are absolute amazing, we need to remove the roadblocks and continues to power down to the lowest level. Chief, here here to the vice chief can continue to foster this environment where we are allowed to recruit and retain the absolute best americans on planet earth. As long as were good people, an enemy doesnt stand a chance. Along the same line. I think if king for the day i would try to flatten the organization to laos to make decisions faster. Weve got to be able to make decisions and move it and stay ahead of the threat. I think what a big things that it to get out how to empower the folks that are here to make decisions and move it and make changes. So mechanically were convinced the way to do the things that you guys talk about is to focus on pushing the tools and the authorities and the resources down to squadron commanders allow the squadron commanders to make more decisions. Chief, id say to you, one area i focus on is how we embrace innovation. As we do that weve got to be willing to fail. When was the last time we gave a medal for failure . If were going to indicate hes got to be willing to fail in certain areas and i think thats an aspect and thats where our airmen coming and how theyre able to come with good ideas can willing to try, willing to fail and learn from our failures and move forward. I dont think perfection is possible, but i think we as leaders had to categorize what we do in three categories. Things we must change, things we can change, and things that could never change. I would have to say that the culture we have as airmen come everyday even though there are some what we can can produce some of the most exceptional Aerospace Force on the planet. Afterwards with so Many Air Force is on every continent theirs thinks that the call routine that they could never imagine doing. So when we think about that group, those three, the 20 work as hard as we can to preserve those things we can never change and to put our heart and soul anything that must change, and to continue that culture that creates so many great people in this organization. We know its about humans being more important than hardware. Its what we tend to see. Focusing on the people is important. But there is another thing that has to be coupled with that. Because back at the edge of world war i. It was the greatest. But they lost an entire generation because of a lack of vision. The other thing i think we need this is a failure of many civilizations. Its not going into machine gun nests. As we pull in the thread. When they fight together. Like the train like a fight. The more we can do with that the better off it will be. I am pretty acquaint with the bureaucracy. I really want to shift the mindset. To a yes if culture. For people everything that anybody has brought up to this point. Its a better way of doing business. Innovation is paramount to what were gonna do to empower our airmen and really get after our readiness. Org and a focus on. I open up by telling you that this is the most combat proven team that ive seen put together in years. One of the attributes that im so excited about. His humility. Just because we get stars on the shoulders. My team knows this. I try to do or Say Something at least once a day. So our job is to empower you our airmen. We build an environment where we are open to new, fresh ways of doing business because we never arise at this arrive at this destination. By being raised by some great stripes. In my mind it was raised by great nco. So bring your ideas and. In. Keep them coming. Thank you very much. Thank you very much. Two retired members of congress senator bob corker of tennessee. They talk about their experience in congress. In a manner that represents the best. We have to remember that the entire world looks to us. Im very concerned about many levels from our president. I dont think he has been helpful for longterm relationships across the globe. They question the support of the United States. I dont think thats a case by any means. We have extraordinary power in and of ourselves. Join us for our conversations. Saturday at eight eastern on cspan. This weekend on American History tv on cspan three saturday at 10 00 p. M. Eastern. Its a privilege to witness tonight is significant at achievement as a cause of peace and achievement none thought possible. Or even a month ago. It reflects the courage and wisdom of these two leaders. And sunday at 6 00 p. M. We were meeting with the minister of commerce. We heard an explosion. Most of it went to the window. Ten seconds later a Freight Train sound and impact of high energy hit all of us 213 people were instantly killed 48 of whom were employees of the United States. Much on American History tv. This week weekend on cspan three. Its not just about partisanship. I think it transcends parties. There is this emotional the emotional dynamo that he spends. Sometimes he doesnt even know hes doing it. But that it happens. It is influencing every aspect of american life. Culture, economics and politics and in ways that you have detected the way journalists interact with this ongoing story. And we take you back to life live coverage on cspan two. [inaudible conversations] [inaudible conversations] [inaudible conversations] ladies and gentlemen, please take your seats now