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Author Schmidt, Lara, author.

Title Cyber practices : what can the U.S. Air Force learn from the commercial sector? / Lara Schmidt, Caolionn O'Connell, Hirokazu Miyake, Akhil R. Shah, Joshua William Baron, Geof Nieboer, Rose Jourdan, David Sentry, Zev Winkelman, Louise Taggart, Susanne Sondergaard, Neil Robinson.

Publication Info. Santa Monica : Rand Corporation, [2015]


Location Call No. OPAC Message Status
 Axe JSTOR Open Ebooks  Electronic Book    ---  Available
Description 1 online resource (xxii, 86 pages) : color illustrations, color charts.
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
text file PDF rda
Series [Research report] ; RR-847-AF
Research report (Rand Corporation) ; RR-847-AF.
Note "Project Air Force."
"September 9, 2015"--Table of contents page.
Bibliography Includes bibliographical references (pages 79-86).
Contents 1. Introduction and methodology -- 2. IT and InfoSec have different workforce management practices -- 3. IT is a critical core function performed by a large staff -- 4. Technical leadership is valued and cultivated -- 5. Traditional practices predominate for recruiting and retention -- 6. Commercial practices might aid USAF -- 7. Options for USAF to implement commercial practices -- Appendix A. Characteristics of companies and organizations interviewed -- Appendix B. Semistructured interview questions -- Appendix C. Organizational design -- Appendix D. InfoSec suborganizations.
Preface -- Figures -- Tables -- Summary -- Acknowledgments -- Abbreviations -- 1. Introduction and Methodology: Methodlogy -- A Lexicon for Describing Commercial Cyber Practices -- Structure of the Report -- 2. IT and InfoSec Have Different Workforce Management Practices: Job Roles Differ Between IT and InfoSec -- Training Differs Between IT and InfoSec -- Career Trajectories Differ Between IT and InfoSec -- Organizational Designs Differ Between IT and InfoSec -- Summary -- 3. IT Is a Critical Core Function Performed by a Large Staff: On Average, 95 Percent of Cyber Workforce Is in IT and 5 Percent Is in InfoSec -- IT Workforce Size Depends on Industry Sector and Company Size -- Commercial Practices Demonstrate a Cautious Approach to Outsourcing -- 4. Technical Leadership Is Valued and Cultivated: Management Must Keep Up with the Pace of Technology -- Organizational Strategies Can Encourage Technical Depth -- Commercial Model Leverages Many Interconnected Practices -- Traditional Practices Predominate for Recruiting and Retention: Companies Recruit Recent STEM Graduates from Good Colleges -- Midcareer Professionals with Demonstrated Experience Are Also Valued -- Pay Is Not the Sole Driver of Retention -- 6. Commercial Practices Might Aid USAF: USAF Has Unique Constraints Not Experienced in the Commercial Sector -- If Subject to USAF-Like Constraints, Commercial Practices Would Likely Change Only Marginally -- 7. Options for USAF to Implement Commercial Practices: Align Career Fields with Either IT or InfoSec -- Increase USAF InfoSec Workforce -- Retain IT as an Essential Core Capability -- Access Cyber-Capable Personnel -- Structure Organizations to Gain Efficiencies and Effectiveness -- Appendix A. Characteristics of Companies and Organizations Interviewed -- Appendix B. Semistructured Interview Questions -- Appendix C. Organizational Design -- Appendix D. InfoSec Suborganizations -- References.
Note Online resource; title from PDF title page (RAND, viewed October 09, 2015).
Summary "To meet the challenges of the cyberspace era -- including the rapid rate of change in technology, the growing cyber threat, and the need to integrate cyber with operations in other warfighting domains -- the U.S. Air Force (USAF) must find effective ways to organize, train, and equip its cyber forces. Cyber Practices: What Can the U.S. Air Force Learn from the Commercial Sector? identifies approaches to cyber organizational and workforce issues. Specifically, this report describes efforts to identify successful processes and practices from the commercial sector that might be applicable to USAF. To ascertain successful commercial practices, the authors took a twofold approach: a wide-ranging literature review and interviews with a carefully crafted set of commercial organizations, selected for their similarities to USAF and for their reputations of cyber excellence. Companies were identified to be similar to USAF in size, cyber functions performed, exposure to cyber threats, and operational environment. The authors found strong parallels in the commercial sector for Department of Defense information network operations and defensive cyber operations. Although none of the companies interviewed were as large as USAF or required to function in deployed and contested operating environments, the commercial practices described in the report are likely to be applicable to USAF and result in effectiveness and efficiency gains. The authors describe the basis for each practice, the benefits it conveys, and how it could be implemented by USAF."--Back cover.
Subject United States. Air Force -- Personnel management.
United States. Air Force -- Information technology.
United States. Air Force. (OCoLC)fst00538280
Information technology -- Management.
Information services industry -- Personnel management.
HISTORY -- Military -- Aviation.
Armed Forces -- Personnel management. (OCoLC)fst00814620
Information services industry -- Personnel management. (OCoLC)fst00972759
Information technology -- Management. (OCoLC)fst00973112
Management Theory.
Business & Economics.
Genre/Form Electronic book.
Electronic books.
Added Author Project Air Force (U.S.), issuing body.
Added Title What can the U.S. Air Force learn from the commercial sector?
Other Form: Print version:Schmidt, Lara. Cyber practices. Santa Monica : Rand Corporation, [2015] 0833090321 (OCoLC)921037204
ISBN 9780833093240 (electronic bk.)
083309324X (electronic bk.)

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