By Brad Harrison, Defense Opinion Writer.
The next phase of artificial intelligence (AI) adoption at the Pentagon will be shaped less by technology, funding or capability and more by culture and leadership. The urgency is clear.
The European Union is committing nearly one trillion dollars to rearm. Across the Indo-Pacific, allies are investing in next-generation defense technology as China signals its intent to take control of Taiwan. Partners are deciding now with whom they want to build. The United States should be leading that conversation, and success depends on how quickly defense leadership can align posture and operational practices across the force.
We are witnessing a generational shift in how the armed forces understand and apply AI. Junior service members are quickly embracing AI tools and weaving them into daily operations, while senior leadership focuses on policy, procurement and strategic oversight.
A strong approach so far
The U.S. approach has been strong so far. Secretary of Defense Pete Hegseth recently announced GenAI.mil, a military-focused AI platform for planning and mission workflows. As he put it: “By mastering this tool, we will outpace our adversaries. The power is now in your hands.”
Getting these platforms into the hands of forces is critical, but fielding tools is only the start. Leaders must ensure people have the time, training and permission to learn them well.
AI is a skill, not a checklist. It is developed through mentorship, tested through trial and sharpened through real-world use.
A common mistake among defense company chief information officers (CIOs) is treating AI purely as a technical or procurement problem when it’s really about operational culture and mission advantage. For those of us who have worked in defense technology for years, the view is that this year marks a pivotal point.
A recipe for AI success
With so much recent adoption, operational guidance is still taking shape. President Trump’s Executive Order 14179 establishes a renewed framework to advance U.S. leadership in AI and calls for a coordinated action plan across the federal enterprise. Policy evolution is normal across administrations; the imperative is continuity of execution. Even brief coordination gaps during transitions, budget, guidance, authorities or ownership create real costs in time, learning and alignment, especially as global competition accelerates.
My recommendation to military leaders is straightforward: get your hands dirty and calloused on the range, in the field, in operational environments. Spend time directly with pilot programs alongside warfighters and operators.
Senior leaders need structured time in field experiments and to engage with the junior officers and non-commissioned officers (NCOs) who are actually using AI-enabled systems in real operational contexts. Seeing the technology’s potential firsthand creates the shared understanding needed before deploying to combat. It shouldn’t be surprising that the best way to teach AI is through hands-on learning with trusted leaders alongside.
Real-time soldier feedback
That is not a critique of any one office or administration, it is a timeless lesson in execution: capability scales when leaders learn where it is used. I have been excited by the increased presence of leadership at events such as xTechOverwatch, which was jointly run by xTech (under the newly formed Army FUZE), Army Applications Lab and 1st Cavalry Division and was held in Texas with a focus on ground autonomy.
The real-time soldier feedback and the understanding of the use cases and capabilities that senior leaders gained are imperative to transitioning the technology to the next phase.
We see this approach working at the venture capital level. Teams put prototypes in the hands of defense founders in real operational settings — rather than just funding slide decks. The same principle transforms outcomes for defense information technology leaders willing to get in the trenches, because where AI meets the physical reality of defense operations is where we can make the biggest impact on national security.
The United States has the technology, the funding and the talent to lead this transition. What has been missing historically is a culture willing to build expertise alongside the operators who actually use these systems.
I am optimistic that defense leadership will continue to get out in the field with the warfighters who are experimenting there to ensure AI does not get stuck in pilot programs and procurement cycles.
The real question is not whether AI will transform defense, but whether we will lead that transformation or watch it happen without us.
Brad Harrison is founder and managing partner of Scout Ventures, an early-stage venture capital firm based in Austin, Texas, that is focused on national security and critical technologies.
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