The Department of the Air Force (DAF) is initiating a comprehensive artificial intelligence (AI) strategy across 15 critical mission areas, ranging from intelligence gathering and human resources to complex nuclear operations. This ambitious plan, recently unveiled by the department’s Chief Data and AI Officer (CDAO), Susan Davenport, aims to embed powerful new AI tools throughout the force while ensuring rigorous governance and data access.
Each of the 15 domains will be directly supervised by a general-grade officer or a senior civilian executive. These leaders will be responsible for overseeing the implementation and adherence to governance protocols, as well as managing data access for the advanced AI systems being integrated.
Chief Data and AI Officer Susan Davenport introduced this new initiative at the GovCIO AI Summit in Tysons, Virginia, on November 6, 2023. A central tenet of the strategy, as emphasized by Davenport, is to bridge the persistent “pilot-to-production” gap—a common challenge that often impedes the widespread adoption of new technologies within the U.S. military.
“I always say [Super Intelligence] is an organizational design decision, and return on investment is measured by the outcomes we were able to achieve—in other words, did we shorten the kill chain, or return time back to the commander, or did we create decision advantage?” Davenport stated, referencing “Super Intelligence” (SI) as the government’s preferred term for AI in this context.
To realize these improved outcomes, the DAF CDAO highlighted the necessity for the department to fundamentally redesign its approach to data and AI utilization before digital transformation can be effectively achieved. A department spokesperson confirmed to Air & Space Forces Magazine via email that the DAF CDAO “has operationalized” these data and AI strategies through a series of quarterly showcases. During these events, the domain heads present progress reports, allowing for the identification and mitigation of “gaps, overlaps, risks, and areas for collaboration.”
Davenport further clarified the dual focus of her role, stating, “The data strategy is focused on decentralized data management and treating data as a product. The AI strategy is focused on accelerating SI across every facet of the Department of the Air Force.” She detailed how these two areas are interconnected and mutually reinforcing.
Key features of the new data strategy include enhanced data protection, streamlined access, and a more efficient overall process. Davenport explained that the previous approach, which relied on a centralized data team for tagging, cleansing, and copying data, inadvertently created significant bottlenecks, hindering the rapid dissemination of crucial information to the force.
“There was no way to understand the authoritative source. And then, as you can imagine, we couldn’t build a team large enough to, you know, act at speed and scale,” she noted, describing the limitations of the old system.
This centralized model has now been replaced. “Our data strategy focuses on decentralized data management, and what that means is we’re leaving the data where it is, right, where it’s produced, and we’re leaving the data in the capable hands of the people who produce it,” Davenport elaborated. This shift is expected to improve data integrity, accessibility, and speed.
Next Steps and Blueprint Details
While the DAF would not provide a copy of the new AI blueprint upon request, a department spokesperson confirmed that it is not a classified document but is categorized as controlled unclassified information (CUI). More specific details regarding the plan are anticipated to be released in the coming year.
The spokesperson indicated that the blueprint outlines specific mission outcomes for each domain, with the respective Domain Principals responsible for developing roadmaps to achieve them. “In the next showcase in [early 2027], research and development organizations like Air Force Research Laboratory will be present to highlight pilots and prototypes that can be adopted by the domain principal to fill a gap,” the spokesperson wrote in an email, indicating a long-term vision for integration.
This “Super Intelligence” integration effort is the latest in a series of AI initiatives launched by the department over the past year. It builds upon previous successes, such as those highlighted by Air Force Special Operations Command (AFSOC) head Lt. Gen. Michael Conely in testimony to Congress in May 2023.
Conely shared an example of an AFSOC-developed intelligence platform that has revolutionized data processing. “Our intelligence professionals have fundamentally transformed how we turn raw data into actionable intelligence. An AFSOC-developed intel platform has become a central hub for full-motion video processing across multiple services,” he stated. “By pairing [AI]-augmented workflows with trained humans, this system drastically accelerates targeting cycles—collapsing the time from detection to engagement from hours to seconds—increasing lethality and survivability.”
Education and Workforce Transformation
A crucial component of the DAF’s new strategy is a tiered approach to educating its workforce on AI. The department’s talent management plan aims to embed AI literacy training at three distinct levels: 100-level for all Airmen and Guardians, 200-level for those building organizational workflows, and 300-level for AI developers.
Davenport encouraged personnel to embrace the new tools to fundamentally rethink their duties and tasks. “Now is the time for you to reimagine how that looks and improve that process, not just incrementally, but, you know, exponentially,” Davenport urged. “I want people to remember that [AI] is an incredible gift, and don’t pave a cow path, right? Really use your imagination to reimagine that mission.”
Further demonstrating this commitment to AI education, Air Education and Training Command (AETC) head Lt. Gen. Clark J. Quinn signed a directive on August 17, 2023. This directive outlines AETC’s own blueprint for integrating AI into educational programs and for training troops on the practical application of AI in their work.
Daniel Hawkins, an AETC spokesman, indicated in September 2023 that the primary goal of this push is to reduce average training time by up to 20 percent in specific technical specialties. By augmenting coursework with AI, Hawkins explained, educational materials can be dynamically adjusted to accommodate each Airman’s individual learning pace. Initial prototypes for this educational integration will concentrate on highly technical skill sets that involve complex manuals or extensive digital simulation components.
In addition to training existing personnel, the DAF announced an aggressive effort in April 2023 to recruit, train, and retain top-tier AI professionals, signaling a holistic approach to building an AI-competent force.
Why This Matters
The Department of the Air Force’s expansive new artificial intelligence strategy marks a significant pivot in how the U.S. military intends to operate, train, and maintain its technological edge. This initiative is not merely an incremental upgrade but a foundational restructuring of data management and technological integration, with profound implications for national security, military effectiveness, and global technological competition.
Firstly, from a **strategic competition** standpoint, this strategy is critical. As global rivals, particularly China and Russia, heavily invest in military AI, the DAF’s proactive and comprehensive approach is essential for the U.S. to maintain its lead. Accelerating AI adoption across 15 mission areas, from intelligence to nuclear operations, ensures that the U.S. military can anticipate and respond to evolving threats with superior speed and precision, thereby bolstering deterrence and defense capabilities.
Secondly, the focus on bridging the “pilot-to-production” gap directly addresses a long-standing challenge in military technology adoption. Successfully transitioning innovative AI prototypes into widespread operational use can dramatically enhance **operational efficiency and lethality**. Examples like AFSOC’s AI-augmented platform, which reduced targeting cycles from hours to seconds, illustrate the potential for AI to fundamentally transform combat operations, intelligence analysis, and decision-making processes, saving lives and increasing mission success rates.
Thirdly, the shift to **decentralized data management** is a critical enabling factor. By empowering those who produce data to manage it, the DAF aims to overcome systemic bottlenecks, ensuring that AI systems have timely access to authoritative and relevant information. This move is foundational to developing robust and reliable AI applications that can operate at the speed and scale required in modern warfare.
Finally, the extensive **education and workforce development** component underscores a recognition that technology alone is insufficient. The DAF understands that a truly AI-enabled force requires a highly skilled and AI-literate workforce. By training every Airman and Guardian, from basic literacy to advanced development, the DAF is investing in its human capital, ensuring personnel can effectively utilize, maintain, and even innovate with AI tools. Efforts by AETC to reduce training times and personalize learning with AI also promise to create a more agile, adaptable, and cost-effective training regimen. This comprehensive approach to talent management is vital for sustained technological advantage and ensures that the U.S. military remains at the forefront of defense innovation.