On the Artificial Intelligence conference here in washington d. C. They discuss how best to create an Artificial Intelligence work for a second address the defense means of the u. S. applause what good afternoon everyone, so as we settle and i often pick a word for the day, it kind of governs how i conduct myself oftentimes and just my frame of mind, but today im gonna pick and imagine if you look at your screen one of our commissioners shared with me, shared with me this image and i think it really sets the tone in this stage and underscores the importance of why we are here and of course the significance of this panel, now this is a chinese book for kindergartners peace and circle even if you dont speak chinese, circle are two letters they, kindergarten saying i spoke i, think the senator talked about tooling ourselves and getting ready for grade school to a grad school, now are talking about kindergarten or even prek if are going to keep ahead and really stay number one when it comes to ai so i just wanted to start with this image because again for me and underscores the urgency of why this commission was formed and why you think and no its so and fit aboard and, so putin and has a broad mandate and working group three is charged with recommending concrete steps that the government should take to build and maintain and i i am machine workforce i can address the National Security and defenses of the United States, of the last day months this working group as just as the current state of the National Security enterprises workforce and explore the role of the day i workforce. Explore the force of how might and should play and examine how the government might recruit, train, educate and managing to the extent that is necessary pretrain the workforce, here are the judgments so far and you will affirm this if you read the report National Security agencies need a holistic workforce, renovation for the era that includes extending it throughout organizations, infusing ethical training at every level and spreading the use of modern a software, developing it is especially critical because with out more well informed leaders that can go beyond talking points and reshapen organizations he defends and intelligence communities will fail to compete, and because of all of the most airy president s im gonna make this next point, he department of defense and the Intelligence Community do not have effective ways to identify the relevant skills that already exist in their workforce. So i will make it out alive, thanks very much, they often fail to capitalize on their technical talent, existing authorities are adequate or close to adequate, more to the point. Governor agencies and departments are not used to the thirties to recruit talent, saying often because a risk averse teams and those that dont hold them sufficiently accountable, it is clear if theyre holding true to pay scales, for expanding the focus fellowship an Exchange Opportunities can give officials and Service Members access to Cutting Edge Technology and brutality from our top ai to federal service these programs have been existed but they need to expand Government Employees to gain skills from the private sector should have an opportunity to use them when they return to Government Service and my complimentary fifth point is the military and National Security agency struggle to compete for a top ai talent the government needs to spend more effort showing that service is an opportunity to solve unique exciting problems and have a positive impact, it should try to reduce if it exists any disparagement of its workforce and better use pathways for her recent graduates now there are two additional are questions that we will explore with our panelists today since the american and i talent pool depends on International Students and workers. Our Global Competitiveness hinges on our ability to attract and have taught minds from around the world, if we fail to do so it is unclear how we will continue to compete peace and colleges and universities are under strain to keep pace with the Computer Science generally the number of Computer Science majors is increasing at ten times the rate of tenure track past faculty so to begin this we have asked dr. James chairman of the director of the Mackenzie Global Institute and i take liberties with names especially if it allows me to you so confidence which i use a lot, the former principle and Deputy Director of intelligence and carry the chair of the future work for singularity, they have their perspectives on these two questions, primarily but not exclusively, how important is our organizational structure for capitalizing on Emergency Technology challenge and how should the National Security and arise educate leaders and users who do not participate and the Development Process to deploy use and resource a solutions effectively and ethically peace. Very and thoughtfully battle, so organizational construct is important and the second is how do you deal with the existing workforce, you have to do it thoughtfully but let me create a quick stack for you that i think begins both before that and extends after it, i think of four things that we need to have to effectively integrate these technologies into our work flow first you have to have imperative, the organization has to believe it must if it doesnt believe that it must and it will be a technology or will be left to the innovators and he will have change but it will not be at scale or speed so if the Intelligence Community, you need to see the world as it is, you need to understand what youre mission is it isnt about secrecy its about knowing a little bit more a little bit sooner and if you look at this with abundant data and ubiquitous technology, speed of decisionmaking and if youre the Intelligence Community and a leader then you must find a way to introduce the ability to handle data from speed and volume but also to sense making, the technologies that are emergence are the ones that you need to have so if not he will fit in to what is left over from what youve done in a real mission and the second thing you need infrastructure an early panels talked about the information infrastructure to support it, we all are in various stages building it even those who have built it built it for humans to use an hour trying to figure out how machines use it because data uses it differently than people use it, algorithms use it differently so there is that information infrastructure but theres also that infrastructure that brings people into the mix and the reason you have to have that is so people can play with the new capabilities, its really important when you want to have data you need to integrate it with no cost and if you dont have infrastructure that allows you to have barriers you arent going to be able to get that curiosity that gets the organizations to figure out what its going to do and he wont get pulled to pair with the push, organization, you need to type of organization, you needed to support her technologists, i would say that we can extract anybody in the Intelligence Community our mission is so exciting still and its such a possibility path they are and support with the same sort of thing that they can find outside in the five to ten year mark they cannot stand not be able to prove sue their craft. So you have to have a way to support them and technically and get them around people the other thing is you need to think about whether our organizational model needs to change because technology is so embedded with what we do that the serial process of the technology is sitting someplace else and pumping capability into a work unit is not necessarily the model we need. I think the organizational models change. Organizational construct for your technical humans and then work units that allow the integration and the transfer of ideas and at speed to happen and the last one is you need process. You need process revolution. Even when the leader wants it and you have the infrastructure supporting it and you have the organizations that demand it, all of them come crashing into processes that were never expected to be designed for this moment, and we dash people into despair because the processes do that. One of the things we need to do is think about who we are putting in charge of designing new processes, because the people we have now dont. As far as how you deal with a mixed workforce. You need to provide the opportunities to through those things i mentioned for people who want to become to be able to come and you have to recognize that some people are not going to be able to come and you have to treat them honorably and offer them other solutions. We do have a demographic problem that we are going to have to address. I think the middle leadership is probably the most urgent need. It does not understand this is fundamentally a technical world and they wont trust the ideas coming up can actually affect the solutions. I will end it there. I appreciate that. It really underscores the culture. What people find when they get there. I appreciate those points. Primarily everything that you just said. Doctor . Im delighted to be here. The report the commission has put out is very spot on. I know there is a lot more work to come, but i particularly liked the fact that it points talent to the center. Puts the talented workforce at the center. That is absolutely critical. When you think about what was mentioned earlier in the discussions today, the triangle that his government, university, and the private sectors, that is a critical triangle when it comes to these talents. What is it about ai talents that we need to address and reflect in our organization . I would argue that there are four or five specific things worth understanding. I will frame these as problems. The first problem we have is we just dont have enough people with distinctive ai capabilities in the government and you could even argue broadly in the economy. We have a two few problem that we need to solve for somehow. This is coupled with the second this is coupled with the second problem, a pipeline problem. If you look at the pipeline we need in ai, it is woefully weak. We look at universities and places we have relied on for talent, which has been a good domestic pipeline, but also students coming to the United States from other places. The pipeline issues, i was struck that if you look at the data and the federal agents that put them out, they suggest less than 3 of all i. T. Professionals under the age of 30, that is problematic. The pipeline challenges is absolutely important. The third challenge in the workforce is what i call the many types needed problem. What i mean is when we have a talented workforce for ai, we need many different types. Not the deep experts, we need many of those, we do not have enough. But we also need people who are developers, who will not do the fundamental research but do the Development Work to build applications. We will also need users who need to know how this works into the workflows and how they use these technologies. We will need leaders. The report does categorize the difference, but it is important to recognize the talent ecosystem and value chain, there are different capabilities and roles. Some are easier to transition people into, some are harder, but it is a monolithic problem when it comes to the ai workforce. Problem number four is the flow problem. You could argue of the three legs of the triangle, government, universities, and private of that stick. How do we solve the flow problem is problematic. This problem is real for universities. I did my phd in robotics 23 years ago, that tells you how old i am. At that time, if you are looking at the best cuttingedge research in ai robotics, you look at a handful of universities, that is were the best work is being done. That is not true anymore, most of the groundbreaking research is in the private sector. The flow problem is a big challenge. I know in some conversations this has come up, and i might characterize it as a mission problem. It used to be the case you could imagine technologists, and a time when people imagine if you wanted to do something good for the world, Public Service, you go into the military and do good things for society. Technologists have a few more choices. Look at the young graduates who see the private sector as one of the ways to change the world, technology for good. Arguably, the monopoly that Public Service used to have is the mechanism for smart and talented people to do Amazing Things without many more competitors. There is more work that the government needs to do. What does this mean for organizations and the organizational structure . I think there are some useful lessons from the private sector. I spend an amount of time in the private sector and one of the things you see, there was a time when companies had a hard time Understanding Technology is fundamental to what they do. Now everyone has come to realize every company is a technology company, it is not something people in the corner do, but it is fundamental to the enterprise. That mindset needs to come to federal agencies, this is not just something a few people will do in the corner, it has to be part of the system. This shows up in a few places. We should also think about infrastructure. One of the things specific to ai, if you talk to ai people, they will tell you you need amazing people for the algorhitms, but you need tools and data. If you look at one of the reasons people go to the private sector for ai is compute and data and tools. Making sure the organizations have the ability to give people access to the leading tools, the amount of compute that they need, the infrastructure they need to do the work in interesting ways is another piece of the organizational chains required. The other thing is ways of working, and general shanahan spoke about this in the morning, there is often a mismatch in terms of agility and pace. I think our defense agencies worked historically that does not match the pace in ways of working that these technologies now require, the ability to iterate and test things and so forth. Organizations have to be comfortable doing that. Let me end on a couple of notes related to people. One of the things we have learned, if you look at investment in technology in the private sector, there is a metric that people use, for every dollar of investment in the technology you make, you need to invest another 20 in management. It is not about buying the technology, there are the chains that need to happen in the organization before organizations can capitalize. This may be what you are alluding to for the change for our agencies to work. This is something we have not talked about, Career Pathways. One of the things that helps a lot, when you have when you bring people into organizations, and there are Career Pathways where they can grow and succeed to the highest levels of those organizations on the basis of their unique skills, you see this in companies all the time. Until we see chief Information Officers at the table able to affect the organization, and people can see Career Pathways, this was not taken seriously. It was the kids in the basement doing technology, but this is how people can progress in the organization. That is some of the fundamentals that need to be required for our defense and National Security agencies. Those are some Lessons Learned from our experience. Wonderful. I want to second or third thanks for inviting me. I am looking forward to seeing more of the output. Universities, think tank based, and Silicon Valley is not about the identity issues we are working on. In the United States, to be accredited you have to pour glue on your work every two years. We have brainiacs to work on everything, and i get to pull from their brains about the future of the organization, and future of learning. There are some things in the way i read the questions, the framing i often get is let me understand this are we putting efforts on upgrading humans or trying to change the systems including our organizations . And my answer is yes, you have to do both. The systems are at a disadvantage, the opportunities to help the right kind of skills and capabilities to solve the right problems. If you do not help people have the tools and learning they need, you will have this continual mismatch. I will focus first on the humans. What i talk a lot about is that some of the framing i see, we are going through the biggest shift as we did going from agricultural to industrial economies. We are doing it in a blinding amount of time. What that means for humans, there are ways we are reacting to that, and technology is potentially a great enabler im a but it is increasing that pace. We are shifting to what i call a portfolio of work im a rather than one person, one job, we have an ambiguous set of different constructs and activities that people do. Can my kid get a real job . The answer is, working at a day job or on a startup with your friends is the rational response to an exponentially changing world. How do you think about how you then leverage that kind of unbundling of work, and being able to channel human energies to solve the problems you want . That is the first opportunity, to think in terms were we help humans to upgrade themselves. There are issues in the workforce that we can take advantage of, because it creates opportunity if we change our organizations