The term ‘strategic influence’ is utilized to describe how SOF can project soft power around the globe. How can we measure strategic influence? Who are we seeking to influence? What are we seeking to achieve with influence? Influence to do what, and for what ends? What does strategic influence imply in terms of military strategy? How do measures of strategic influence inform operational design? What does success in achieving a strategic influence end state look like, and how can it be measured? How can SOF set objectives for influence, and how can SOF’s objectives be nested within larger USG strategic influence initiatives?
Information has a critical role to play within strategic competition. Words are powerful, and our messages affect both our friends and our adversaries. What is the relationship between information and influence? If information is a form of power, what does that imply for the strategic pursuit of influence? How can SOF achieve information advantage throughout the competition continuum? How can SOF better understand, apply, and integrate information across operations to achieve strategic influence objectives? How can information strategies be tailored to address mission-specific needs? What is the balance between attributable and nonattributable operations, and which would provide the highest probability of success while minimizing political and operational risk? How can SOF address risk aversion to information activities?
What are the best methods/practices to assess the effects of operations in the information environment? How do we measure and assess results from information operations and campaigns, and how do we communicate these results to stakeholders/authorities? What types of organizational structures and resourcing would best set the conditions to integrate information and influence efforts across SOF; the Services; and joint, interagency, intergovernmental, multinational, and commercial (JIIM-C) partners? Are there capability gaps across doctrine, organization, training, materiel, leadership and education, personnel, facilities, and policy (DOTMLPF-P) that need to be addressed? How can SOF work with centers such as the Global Engagement Center, Joint Military Information Support Operations Web Operations Center, and the NATO's Strategic Communications Center of Excellence to enhance strategic influence operations?
A component of strategic influence is credibility. How can SOF build and maintain persistent and meaningful relationships with relevant partners and allies? How can USSOCOM minimize the disconnect between rhetoric and reality? What are the implications of a words and deeds mismatch? How can SOF contribute to building USG credibility? How do you achieve balance between accountability and ‘speed of need’ when seeking influence? In addition to efforts to build strategic influence, how can SOF counter adversarial strategic influence efforts?