UNCLASSIFIED//
ROUTINE
R 141444Z FEB 20 MID110000429466U
FM SECNAV WASHINGTON DC
TO ALNAV
INFO SECNAV WASHINGTON DC
CNO WASHINGTON DC
CMC WASHINGTON DC
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UNCLAS

ALNAV 019/20

MSGID/GENADMIN/SECNAV WASHINGTON DC/-/FEB//

SUBJ/SECNAV VECTOR 11//

RMKS/1.  Very shortly after I left the military and transitioned to the 
private sector, I learned one of my greatest lessons in business.  I was 
working as the lead corporate development executive for an aviation service 
company and I traveled all over the country evaluating other companies as 
potential acquisition candidates for my firm.  During this process, someone 
told me of a nearly foolproof indicator that I should always assess before 
making a determination as to whether the business I was visiting was healthy 
and a good candidate to be acquired:  the quality of the employee bathroom.
I quickly learned that this advice was profound because the condition of that 
bathroom invariably told the story of what management thought about their 
employees  and what the employees thought about their management.  A dirty, 
unkept employee bathroom indicated that neither felt positively about the 
other.  It was a cultural sign that took precedence for me regardless of the 
many other factors I evaluated in the business itself.
As our entire economy has evolved over the last several decades into one that 
is highly dependent upon information, I believe a new standard has emerged 
alongside the employee bathroom test to help determine the health of an 
organization.  That new standard is just as visibly measured as bathroom 
quality. The quality, or lack thereof, is the information technology that is 
provided for employees to do their jobs.  Therefore, across the Department of 
the Navy (DON), we must recognize that advanced information management, 
digital modernization, and the technology tools that enable them, must be 
elevated as core strategic priorities.  They will ultimately help define the 
long-term cultural health of our organization.
Cyber security, data strategy and analytics, artificial intelligence, and 
quantum computing have all combined to create massive opportunities and 
vulnerabilities across our entire enterprise.  A critical element of mission 
readiness is our ability to access agile, reliable, and secure global 
communications and information, from the network enterprise to the tactical 
edge.  We cannot lag behind our global competitors in providing the 
technology standards, networks, and tools for YOU to be able to perform your 
mission with greater speed, accuracy, visibility, and connectivity.
That is why we consolidated Department-wide information management strategy 
and functions into a restructured and empowered Office of the Chief 
Information Officer (CIO) led by Mr. Aaron Weis.  Mr. Weis left a successful 
career as CIO in the private sector because he was drawn to our mission and 
he likes big challenges.  He came to the right place!  Under his leadership, 
the DON is executing a unified vision driving transformation and operational 
capability.  If we are going to win tomorrows fights, we must ensure 
operationally relevant information is in the right hands, at the right time.  
We need all hands on deck to execute the following three lines of effort of 
our new Information Management Strategy:
    a.  Modernize - We will modernize the DON infrastructure from its current 
state of fragmented, non-performant, outdated, and indefensible architectures 
to a unified, logical modern infrastructure capable of delivering information 
advantage.  We will design a performant, defendable cloud-enabled, network 
leveraging robust identity management.
    b.  Innovate - We will use technologies like 5th Generation wireless and 
Artificial Intelligence to maximum effectiveness, and field new operational 
capabilities.  We will create Digital Innovation Centers to accelerate 
software development and leverage best practices in the private sector and 
industry to fuel our digital transformation.
    c.  Defend - We will employ continuous active monitoring across the 
enterprise to increase cyber situational awareness and institute a security 
culture where a personal commitment to cybersecurity is required to gain 
access to the network.  We will transform the compliance centered culture to 
one where security is constant readiness.  We will work with our defense 
industrial base partners to secure naval information regardless of where it 
resides.

2.  These efforts will be led by the Office of the CIO, but their effective 
implementation depends upon each of us.  Our command of the informational 
commons must be no less a priority than the lethality of our weapons.  
Without it, our naval force will be unable to deliver what the American 
taxpayers deserve and those in uniform on our Navy and Marine Corps team 
rightfully demand.

3.  You have my commitment that we will improve our technology and tools to a 
standard that is visibly recognizable, and comparable to what would be 
expected of any great organization operating in the Information Age.  But I 
ask that you every Sailor, Marine, and civilian  take seriously your own role 
as a guardian of the digital information you have, and will have at your 
fingertips.  Everyone in the DON enterprise must become a Cyber Sentry.  The 
more advanced we become as an Information-Based organization, the more our 
adversaries will seek to attack and exploit us in this domain.  We will not 
be able to stop them unless everyone does their part to protect the 
advantages digital information provides, and limit the vulnerabilities it 
creates.  Go Navy, and as always, Beat Army!

4.  SECNAV Vectors are released each Friday to the entire DON.  Previous 
Vectors can be viewed https://navylive.dodlive.mil/2020/01/02/secnav-
vectors/.

5.  Released by the Honorable Thomas B. Modly, Acting Secretary of the 
Navy.//

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