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Lessons learned not only in digitizing the warfighter, but also in the limitations of technology itself inform a new Army approach to more competitively sourcing digital command, control, communications, computers, intelligence, surveillance and reconnaissance gear.


by Ms. Claire Heininger I


t was 1997 and an exhilarating time for information technology. Microsoft became the world’s most valuable company, and Steve Jobs returned from exile to begin the resurrection of Apple Computer. In the Army, the Task Force XXI warfighting experiment proved that advanced digital communications systems could be a force multiplier in a time of limited resources and dwindling end strength.


After the Force XXI experimental brigade outshone the vaunted opponent at the National Training Center that year, the Army began to move out on a plan to resource and deliver the new capabilities across the force within five years. Four years later came 9/11, and the orderly march of Army digitization was over.


“People said, ‘I want all this stuff now,’” said retired LTG Steven Boutelle, who was the acquisition trail boss for Force XXI and later Army Chief Information Officer (CIO)/G-6. “And they expected when they got it that it was finished, but in fact it was still very early. Tis technology is not revolutionary, it’s evolutionary, and few people understood that.”


In Iraq and Afghanistan, successes and failures played out in real time. Meanwhile, there was exponential progress in commercial communications technology—which the military leveraged where it could, but had no disciplined and holistic way to incor- porate it for the long term.


ASC.ARMY.MIL


47


ACQUISITION


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