By The Smartencyclopedia Staff 

Operation and public-private sector collaboration

Additionally, potential bureaucratic conflicts between a unified combatant command and a distinct service, similar to issues with Space Force and Space Command, could undermine the effectiveness of a Cyber Force. Cultural tensions between the military and technology sector, as evident in Google employees’ reactions to Project Maven, further complicate matters.

Alternative Models

Instead of relying on a military-centric approach, policymakers should explore alternative models beyond the Department of Defense. Examining entities such as the U.S. Coast Guard, U.S. Public Health Service Commissioned Corps, and National Oceanic and Atmospheric Administration Commissioned Officer Corps provides valuable insights into non-military, profession-centric uniformed services.

The U.S. Coast Guard, part of the Department of Homeland Security, serves as a prime example. With a dual role in maritime security and law enforcement, it maintains a global military presence and contributes to domestic operations. The Coast Guard’s exemption from Posse Comitatus acts allows it to bridge the gap between military and law enforcement roles effectively.

Other models include the non-military, profession-centric services like the Public Health Service Commissioned Corps and the National Oceanic and Atmospheric Administration Commissioned Officer Corps. These services, focused on public health and environmental intelligence, demonstrate how officers with dual professions can serve critical public missions.

Building a Better Cyber Service

To establish an effective U.S. Cyber Service, policymakers can draw inspiration from these alternative models. Initiating a U.S. Cyber Academy and reserve officer training program, similar to the Merchant Marine Academy or the Uniformed Services University of the Health Sciences, can provide immediate solutions. This approach promotes the development of a core of public sector-oriented cyber professionals without the military stigma.

The creation of a uniformed U.S. Cyber Service, modeled after the Health Service Commissioned Officer Corps, emphasizes cyber professionalism over military professionalism. This service would produce cyber professionals who can specialize in government, military, and private-sector security applications. Direct commissioning of cyber professionals to leadership roles would mirror the Surgeon General’s path, acknowledging technical expertise as crucial to success.

This path forward enables the growth of cyber professionals within the U.S. government, fostering public-private partnerships without restricting future changes to the service’s mission or character. Whether transferring the service between departments or evolving its role as needed, this model allows for flexibility and adaptability. For immediate military needs, a focus on Cyber Command is preferable to the creation of a standalone Cyber Force, recognizing that the dynamic and expansive nature of cyber operations requires a nuanced approach beyond a traditional military service.

In conclusion, the proposal for a U.S. Cyber Service emphasizes the importance of addressing the challenges posed by cyberspace without being confined to a military service framework. By drawing inspiration from non-military services, policymakers can establish a resilient and adaptable Cyber Service that prioritizes professionalism, public-private collaboration, and the dynamic nature of cyber operations.