The future of Multi-Domain Integration Exploiting data as part of a transformed relationship

Multi-domain integration (MDI). Three simple words, but a myriad of potential meanings within the context of defence. Depending on the situation and end user, it can be interpreted in multiple different ways. For example, technical personnel may think of different pieces of kit interacting together, while operational personnel may think of visibility and command over multiple services (Navy, Air Force etc.).

Nonetheless, the concept of enabling the various capabilities within the defence enterprise (across multiple domains) to be better marshalled into a cohesive force (integration) and deliver advantage through transformed ways of working and superior exploitation of data, is captured within those three words. In fact, the phrase ‘multi-domain integration’ belies the challenge and complexity of what is a whole scale transformation of defence.

Delve into the technologies and we recognise that without connectivity, we cannot share data. Without security, we cannot trust data. Without data custodianship, we cannot access the right data. And without modern tools such as AI, we will not be able to assimilate data effectively.

MDI, though, must also address the business change issues. The skills that yield innovation. The training that keeps the Ministry of Defence (MoD) and industry ahead of the curve. And the transparency and trust between government and industry to ensure a continuously evolving set of solutions are being targeted towards a clear set of future aims.

As well as being a technical model, MDI is a communications model – a means for the MoD and industry to speak the same language, to then push towards greater connectivity of solutions and data across domains, together.

With this interpretation of MDI, success in the digital world hinges on exploitable data. Campaign or decision advantage – phrases that have recently been associated with the MDI concept – don’t just rely on integrating domains through technology. They depend on the ability to extract full potential from the technologies being deployed, which can only be achieved through a united, brave and trusting relationship.

A need for structural transformation

Despite the conjecture surrounding the term itself, the MoD has recognised the need to accelerate the concept and potential of MDI. Notions of agility and pace aren’t just restricted to digital transformations in the business world. There is a realisation that attacks on the UK are multi-vectored, multi-domain and increasingly complex. Physical confrontation and conflict remain, but the strategy to reach that point often includes cyber-attacks and disruptive techniques in cyberspace to increase vulnerability levels.

In response, the UK and its allies need an equally connected intelligence platform between domains – crossing the digital and physical worlds – to pre-empt or forecast malicious activity, to understand the impacts of a disruptive act, and to implement the best course of action in response. Pivotally, this must all happen ‘at the speed of relevance’, based on real-time information that is flagged to the correct decision makers. We need intelligence before action is taken. We need situational awareness – an understanding of the environment we and the adversary are operating within, the potential threats, the courses of action, and any third parties. We need a conjoined picture derived from all sensors; military, non-military and open source.

We then need to quickly prioritise, analyse the threat, predict its severity, and act to stay ahead of the adversary’s next moves. We need tools and processes that are targeted at delivering advantage in the government-identified operating environment, with a focus on the continuous evolution of those solutions to avoid constant rip and replace disruptions or delays.

The technologies required to produce this desired, multi-domain intelligence landscape already exist. The challenge in this respect isn’t so much a technological one, but one of structural transformation. Of enacting a new way of working that best exploits the innovation and capabilities that are already at our fingertips.

Joint responsibility in a new way of working

Defence is a journey. Attack vectors continue to evolve and expand, and it’s inevitably a problem when that attack landscape is more advanced than your defence. However, it is also an issue when key parties are in different places on the journey: when government is moving its strategy quicker than industry can facilitate it; or when innovation is outpacing the mechanisms government has to harness it. Both players must therefore work at the same pace as their ‘teammates’.

Fostering a dynamic and collaborative relationship between government and industry will ultimately determine the success of the MDI model. This requires a breakaway from traditional transactional partnerships where a private entity develops a product, receives initial money for its use, then further payments to provide maintenance and elongate its life. This way of working is too rigid given today’s dynamic and diverse threat landscape.

The relationship between government and industry in the modern context needs to be flexible and ever-evolving. Solutions should be built with rapid and frequent future upgrades in mind. To enable this, MoD and industry must share a common understanding of future requirements and ensure plans are closely aligned. Openness and transparency are key. This coming together is the responsibility of both parties. 
Such a collaboration challenges traditional concepts of competition and current metrics used to determine taxpayer value. There needs to be an acceptance that government is investing in partner commitment and trust. In ethical behaviours. In the training and development of industry staff. And in an overall relationship that is collaborative on a continuous scale; not just transactional at stipulated intervals.

Best practice in the modern world

MoD’s approach to governance, standards and controls will need to evolve, in the same way as industry’s perception of service provision. If we are to collectively keep up with the pace of change, we can’t restrict innovation. We in industry cannot seek to deny it for others, rather we need to embrace it and promote it. 
The transformation of government and industry’s relationship and their way of working is reflective of how we as an ecosystem have set out our interpretation of MDI. We must weave in all structural elements of this relationship – people, process and technology, at a national and enduring scale – that would lend to the best solutions being deployed in the best places, to achieve the best outcomes.

All to ensure the best chance of keeping citizens safe, upon the backdrop of a constantly evolving attack landscape.