wired | “Let's imagine we’re going to build a better war-fighting system,” Schmidt says, outlining what would amount to an enormous overhaul of the most powerful military operation on earth. “We would just create a tech company.” He goes on to sketch out a vision of the internet of things with a deadly twist. “It would build a large number of inexpensive devices that were highly mobile, that were attritable, and those devices—or drones—would have sensors or weapons, and they would be networked together.”
The problem with today’s Pentagon is hardly money, talent, or determination, in Schmidt’s opinion. He describes the US military as “great human beings inside a bad system”—one that evolved to serve a previous era dominated by large, slow, expensive projects like aircraft carriers and a bureaucratic system that prevents people from moving too quickly. Independent studies and congressional hearings have found that it can take years for the DOD to select and buy software, which may be outdated by the time it is installed. Schmidt says this is a huge problem for the US, because computerization, software, and networking are poised to revolutionize warfare.
Ukraine’s response to Russia’s invasion, Schmidt believes, offers pointers for how the Pentagon might improve. The Ukrainian military has managed to resist a much larger power in part by moving quickly and adapting technology from the private sector—hacking commercial drones into weapons, repurposing defunct battlefield connectivity systems, 3D printing spare parts, and developing useful new software for tasks like military payroll management in months, not years.
Schmidt offers another thought experiment to illustrate the bind he’s trying to get the US military out of. “Imagine you and I decide to solve the Ukrainian problem, and the DOD gives us $100 million, and we have a six-month contest,” he says. “And after six months somebody actually comes up with some new device or new tool or new method that lets the Ukrainians win.” Problem solved? Not so fast. “Everything I just said is illegal,” Schmidt says, because of procurement rules that forbid the Pentagon from handing out money without going through careful but overly lengthy review processes.
The
Pentagon’s tech problem is most pressing, Schmidt says, when it comes
to AI. “Every once in a while, a new weapon, a new technology comes
along that changes things,” he says. “Einstein wrote a letter to
Roosevelt in the 1930s saying that there is this new technology—nuclear
weapons—that could change war, which it clearly did. I would argue that
[AI-powered] autonomy and decentralized, distributed systems are that
powerful.”
With Schmidt’s help, a similar view has taken root
inside the DOD over the past decade, where leaders believe AI will
revolutionize military hardware, intelligence gathering, and backend
software. In the early 2010s the Pentagon began assessing technology
that could help it maintain an edge over an ascendant Chinese military.
The Defense Science Board, the agency’s top technical advisory body, concluded that AI-powered autonomy would shape the future of military competition and conflict.
But AI technology is mostly being invented in the private sector. The best tools that could prove critical to the military, such as algorithms capable of identifying enemy hardware or specific individuals in video, or that can learn superhuman strategies, are built at companies like Google, Amazon, and Apple or inside startups.
The US DOD primarily works with the private sector through large defense contractors specialized in building expensive hardware over years, not nimble software development. Pentagon contracts with large tech companies, including Amazon, Apple, and Microsoft, have become more common but have sometimes been controversial. Google’s work analyzing drone footage using AI under an initiative called Project Maven caused staff to protest, and the company let the contract lapse. Google has since increased its defense work, under rules that place certain projects—such as weapons systems—off limits.
