There have been no major cyber attacks on Estonia since the 2007 cyber war, and the obvious conclusion is that calling for a common NATO cyber security policy was a successful strategy. But now that the Alliance’s new Strategic Concept has come into being, it is imperative to remain focused on NATO’s cyber vulnerability. The Estonian case study teaches that the Allies must include cyber security in their charter and mutual defense doctrine. Cooperation is essential since no country can singly protect its electronic resources. International policies regulating cyberspace treat mainly civilian and commercial concerns, so NATO should use the Cyber Defence Centre in Estonia to earnestly begin confronting the challenge from a full security perspective.

Tailored deterrence is limited by the assumption that the United States can accurately determine an adversary’s intent and decisively shape it. Despite the unknowable forest of choices an enemy might make, deterrence remains vital to national security; thus tailored deterrence should be transformed to reflect third-wave theory to give policymakers realistic options instead of wishful thinking. Modifications should accept that ambiguity is ubiquitous, recognize the role of the adversary’s interests, and “replace hubris with humility.” A new approach should never forget that adversaries are not inert; thus they may not be susceptible to the decisive influence we imagine we wield. This approach would acknowledge that the Nation can influence the actions of other actors but not compel them

Offered here is a way combatant commanders (COCOMs) can provide priority weights and quantitative scores to help shape Service budgets. With COCOMs being the materiel customers and the Services the providers, the proposed system would create a “market” where the Services, COCOMs, Joint Staff, OSD, and Congress can use the program scores to make budgetary decisions. COCOMs would have to keep their shopping lists realistic, while the Services would be inclined toward delivering capabilities and materiels the COCOMs need most. The approach fits existing budgetary procedures and could be useful to any COCOM, Service, the Joint Staff, or OSD