The advent of artificial intelligence marks a new frontier in military operations, with its transformative potential rivaling historic breakthroughs such as gunpowder, rifling and carrier aviation. As someone who has spent 38 years in service, including as Deputy Commander of U.S. Special Operations Command, I believe we are at an inflection point. However, revolutionary change hinges not solely on technology but on trust, leadership and a deliberate culture of innovation.
AI offers unprecedented capabilities to analyze complex data, streamline processes, and improve decision-making speed and accuracy. Yet, without the right organizational conditions and leadership, its potential impact diminishes. From ensuring the quality of data to fostering a culture of experimentation and adaptability, leaders must actively steer AI’s integration into operations.
Leadership in the age of AI
Throughout my career, I’ve seen how leadership shapes the adoption and success of emerging technologies. I remember the impact of GPS technology during Desert Storm, which revolutionized navigation and strike capabilities, delivering precision unimaginable at the time. Similarly, the integration of signals intelligence, cellular communication interception and data exploitation transformed military operations.
But I’ve also learned that technology alone is never enough. Innovation isn’t always about big ideas — it can be as simple as a soldier tinkering with their gear in the field. Leaders must actively cultivate an environment that embraces curiosity, calculated risk-taking and a willingness to experiment.
This cultural foundation is critical for AI, which requires strategic alignment and a deep understanding of its capabilities and limitations. Military leaders must ensure that AI systems are trustworthy, actionable and designed to augment human decision-making, not replace it. Building trust in AI involves transparency, clear communication about its role and ensuring human oversight.
Managing risks and embracing opportunities
Managing both the risks and opportunities of AI is essential. Data used to train AI systems must be accurate, unbiased and relevant to the challenges at hand. Poor data quality leads to flawed outcomes, eroding trust in the system and impeding adoption.
AI must also align with operational priorities. For example, in sustainment operations, AI can identify patterns in maintenance data to predict component failures, reducing downtime and improving mission readiness. However, such systems require deliberate experimentation and validation to ensure their recommendations are reliable.
AI and autonomy are revolutionizing military affairs, but we need to ensure these technologies are used to protect the force and enhance the mission, not replace human judgment.
Investing in human capital
Leadership in the age of AI also requires investing in people. The military must attract and cultivate talent with the technical skills to develop and operate AI systems, as well as the critical thinking skills to interpret and act on AI-generated insights.
As a leader, I saw how bridging the gap between technical teams and operators could maximize the impact of technology. Collaboration is critical. AI tools must be user-friendly and mission-oriented to ensure their effectiveness.
For instance, integrating AI into sustainment operations has streamlined decision-making. These systems reduce the cognitive burden on operators, allowing them to focus on mission-critical tasks rather than manual data analysis.
The human-machine partnership
One of the most critical aspects of AI adoption is maintaining a “human in the loop” approach. While AI excels at processing large datasets and identifying patterns, human oversight ensures that insights are actionable within complex operational environments.
During my time in Iraq and Afghanistan, data-driven technologies transformed how teams located and targeted adversaries. AI enabled faster, more accurate decision-making, but human judgment was always crucial to ensure insights were aligned with the mission.
This partnership between humans and machines is foundational to the military’s future success. Integrating AI into workflows while preserving human oversight allows us to harness the speed and scale of AI alongside the adaptability and intuition of human operators.
Accelerating adoption in defense
Despite its potential, AI adoption in defense often lags behind the private sector. This “innovation gap” stems from bureaucratic hurdles and slow-moving acquisition processes, delaying the deployment of new technologies.
The pace of technological change in private companies is faster than what we see in defense. We need to move quicker if we’re going to compete effectively.
Greater flexibility and creativity in the acquisition process are needed, along with stronger partnerships between the military and industry. By leveraging the agility of the private sector, the military can accelerate the adoption of AI and other emerging technologies.
A culture of AI innovation
At the heart of AI’s success in the military is a culture of innovation. This culture must be nurtured at all levels, from senior leaders to front-line operators. It requires a willingness to take risks, learn from failures, and continuously adapt to changing circumstances.
For example, AI in logistics and sustainment operations analyzes vast amounts of supply chain data to identify inefficiencies, predict disruptions and recommend corrective actions. These insights enable leaders to make informed decisions that enhance readiness and reduce costs.
This is just the beginning. With the right leadership and a commitment to innovation, AI has the potential to transform not only how the military operates but also how it prepares for future challenges.
A call to action
As the military navigates the complexities of the 21st-century battlefield, I see the integration of AI as not just a technological challenge but a leadership imperative.
Technology is only as good as the people who use it. Leaders must create the conditions for success — attracting talent, managing risks and fostering a culture of innovation.
By embracing this approach, the military can unlock the full potential of AI, ensuring it remains a decisive advantage in an increasingly complex and competitive world.
Vice Admiral Collin Green (retired) is a former Navy SEAL with 38 years of service and the former deputy commander of U.S. Special Operations Command. He currently serves as an executive board member with Virtualitics.
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