Since transitioning most of its 5G research and development projects to the Chief Information Office last year, the Pentagon’s Future Generation Wireless Technology Office has shifted its focus to preparing the Defense Department for the next wave of network innovation.
That work is increasingly important for the U.S., which is racing against China to shape the next iteration of wireless telecommunications, known as 6G. These more advanced networks, expected to materialize in the 2030s, will pave the way for more dependable high-speed, low-latency communication and could support the Pentagon’s technology interests — from robotics and autonomy to virtual reality and advanced sensing.
Staying ahead means not only fostering technology development and industry standards but making sure that policy and regulations are in place to safely use the capability, according to Thomas Rondeau, who leads the Pentagon’s FutureG office. Staking a leadership role in the global competition, he said, could give DOD a level of control over what that future infrastructure looks like.
“If we can define those going into it, then as we export our technologies, we’re also exporting our policies and our regulations, because they’re going to be inherently part of those technology solutions,” Rondeau told Defense News in a recent interview.
The Defense Department started making a concerted investment in 5G about five years ago when then Undersecretary of Research and Engineering Michael Griffin named the technology a top priority for the Pentagon.
In 2020, DOD awarded contracts totaling $600 million to 15 companies to experiment with various 5G applications at five bases around the country. The projects included augmented and virtual reality training, smart warehousing, command and control and spectrum utilization.
The department has since expanded the pilots and pursued other wireless network development projects, including a 5G Challenge series that incentivized companies to move toward more open-access networks.
The result has, so far, been a mixed bag. Most of the pilots didn’t transition into formal programs within the military services, Rondeau said. Several of the failed efforts involved commercial augmented or virtual reality technology that wasn’t mature enough for DOD to justify continued funding.
Among the projects that did transfer, Rondeau highlighted a pilot effort at Naval Air Station Whidbey Island in Washington to provide fixed wireless access to the base. The project essentially replaced hundreds of pounds of cables with radio units that broadcast the communications network to the personnel who need it. Today, the system is supporting logistics and maintenance operations at the base.
“This could be a huge benefit for readiness, but also I think it should be very cost-effective way to slim down on everything that you pay for cables,” Rondeau said. “That will be a continued, sustainable project.”
This and other transitioned pilots will likely make their way into a formal budget cycle by fiscal 2027, he added.
DOD also saw some success from the 5G Challenges it staged in 2022 and 2023 to encourage telecommunication companies to transition to an open radio access network, or Open RAN. A RAN is the first entry point a wireless device makes into a network and accounts for about 80% of its cost. Historically, proprietary RANs managed by companies like Huawei, Ericsson, Nokia and Samsung have dominated the market.
“They’re driving a world where they control the entire system, the end-to-end system,” Rondeau said. “That causes a lack of insight, a lack of innovation on our side, and it causes challenges with how to apply these types of systems to unique, niche military needs.”
The 5G Challenge offered companies a chance to break open that proprietary model by moving to Open RAN — and according to Rondeau, it was a success. The initial challenge then expanded into a broader forum that addressed issues like energy efficiency and spectrum management. Ultimately, the effort reduced energy usage by around 30%, he said.
Rondeau said that while much of the focus of these initiatives was on 5G, the work has informed the Pentagon’s vision and strategy for 6G, which the department believes should have an open-source foundation.
“That is a direct result of not only my background and push for some of these things, but also the learnings that we got from the networks we’ve deployed, from the 5G Challenge,” he said. “All these things come into play that led us towards an open-source software model being the right model for the military and, we think, for industry.”
One of the FutureG office’s top priorities these days, a direct outgrowth of the 5G Challenge, is called OCUDU, which stands for open centralized unit, distributed unit. The project is focused on implementing a fully open software model for 6G that meets the needs of industry, the research community and DOD.
The office is also exploring how the military could use 6G for sensing and monitoring. Its Integrated Sensing and Communications project, dubbed ISAC, uses wireless signals to collect information about different environments. That capability could be used to monitor drone networks or gather military intelligence.
While ISAC technology could bring a major boost to DOD’s ISR systems, commercialization could make it accessible to adversary nations who might weaponize it against the U.S. That challenge reflects a broader DOD concern around 6G policies and regulation – and drives urgency within Rondeau’s office to ensure the U.S. is the first to shape the foundation of these next-generation networks.
“We’re looking at this as a real opportunity for dramatic growth and interest in new, novel technologies for both commercial industry and defense needs,” he said. “But also, the threat space that it opens up for us is potentially pretty dramatic, so we need to be on top of this.”
Courtney Albon is C4ISRNET’s space and emerging technology reporter. She has covered the U.S. military since 2012, with a focus on the Air Force and Space Force. She has reported on some of the Defense Department’s most significant acquisition, budget and policy challenges.
