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1 [1] (June 4, 2026)

handle is hein.crs/goveumi0001 and id is 1 raw text is: Congressional Research Service inf~rming the legislative debate since 1914 June 4, 2026 Artificial Intelligence (AT): Implications for Size and Composition of the U.S. Armed I Overyiew The U.S. Armed Forces have been adopting artificial intelligence (AI) to analyze data, support decisionmaking, and improve military and administrative processes, including logistics, intelligence analysis, maintenance, planning, and personnel management. Senior military leaders have characterized Al as a means to improve speed, effectiveness, and decisionmaking rather than as a replacement for human judgment. Congress exercises oversight of military personnel through end strength authorizations (i.e., maximum size of the Armed Forces), appropriations, and legislation governing military personnel systems. As Al-enabled technologies expand across defense processes, Congress may examine how these systems could influence the size and structure of the Armed Forces and the composition of the broader Department of Defense (DOD) workforce, including civilian employees, and contractors. (DOD is using a secondary Department of War designation, under Executive Order 14347.) Al adoption may alter force size requirements, how work is performed, and the skills required to perform it. Al in the M tary Context In DOD usage, Al generally refers to software systems that analyze large datasets, recognize patterns, generate predictions, or automate routine tasks. In many cases, these systems rely on machine-learning or data-driven software tools that assist in decision-support processes. Uses include predictive maintenance, intelligence data analysis, planning support, and personnel skill-matching. DOD strategy documents emphasize that Al systems are designed to support personnel rather than replace them and that decisionmaking responsibility is to remain with military leaders and authorized personnel. DOD-ide Organization and Strategy In December 2021, the Deputy Secretary of Defense established the Chief Digital and Artificial Intelligence Officer (CDAO) to integrate and scale data, analytics, and Al efforts across the department. The CDAO is to serve as the principal advisor to the Secretary of Defense on these matters and is responsible for accelerating Al adoption across military and business functions. Congress has previously examined the creation and role of the CDAO, including how it aligns with existing defense organizations. The office of the CDAO consolidates functions previously performed by several organizations, including the Joint Artificial Intelligence Center (JAIC), the Defense Digital Service, and elements of the department's Chief Data Officer organization. DOD has issued several strategies guiding Al adoption, including the DOD Data Strategy (2020) and the Data, Analytics, and Artificial Intelligence Adoption Strategy (2023). In addition, the Responsible Artificial Intelligence Strategy and Implementation Pathway (2022) describes DOD plans to ensure Al systems are ethical, reliable, and subject to appropriate human oversight. Collectively, these strategies suggest that DOD expects Al adoption to be broad, sustained, and integrated into both operational and institutional aspects of the Armed Forces. DOD budget documents indicate continued departmental investment in Al-related capabilities. For example, the FY2027 President's budget request included $58.5 billion for Al-related investments intended to support Al-enabled warfare and broader departmental innovation. Statutory FrYamework Congress has enacted several provisions relating to DOD's implementation of Al and the identification, recruitment, training, and management of military and civilian personnel with Al-related skills. For example, Section 226 of the FY2022 National Defense Authorization Act (NDAA; P.L. 117-81) required DOD to review applications of Al and digital technology across departmental platforms, processes, and operations and to establish performance objectives and metrics. The law directed DOD to assess Al- related skill gaps and qualifications for civilian and military personnel and to establish recruiting, training, and talent- management metrics. In the FY2022 NDAA (P.L. 117-81, §909), Congress also addressed talent management by requiring DOD to identify, recruit, and manage digital talent, including personnel with Al-related skills. These provisions include responsibilities for a chief digital recruiting officer and DOD's Chief Human Capital Officer in defining Al workforce roles, assessing workforce requirements, and developing qualification and training programs. These statutory provisions suggest that congressional oversight of Al extends beyond technology adoption to include workforce management, personnel systems, and long-term talent development. Implcations for Miltary Personnel Management DOD generally frames Al as a tool to improve efficiency and effectiveness. Efficiency gains reduce the time or labor required to perform routine tasks, while effectiveness gains improve the quality of military operations and decisionmaking.