AIMING FOR THE FUTURE Paratroopers assigned to 3rd Battalion, 4th Air Defense Artillery Regiment conduct Stinger missile training using the Virtual Stinger Dome (VSD) in March at Fort Bragg, North Carolina. The VSD is a new training system that uses virtual reality technology to immerse Soldiers in a digital world. (Photo by Spc. Houston T. Graham, 3rd Brigade Combat Team, 82nd Airborne Division)
so as well or lose our overmatch. Cul- turally, I want all those involved in the acquisition process
to look for ways
that we can expedite it. Tis includes eliminating
time-consuming and
wasteful processes and reports. If my policies cause you to slow down, tell me about them, the recommended action to take, and you will get a response from me. Te PEOs have already taken advantage of this.
3. Accelerated technology. Technology is global, and we are in a competition to access both technology and technical talent. Our adversaries have access to much of the same technology that we do. To retain overmatch in an open and pervasive technological environment with a limited budget, we must apply our resources to employ or develop those technologies that will provide the greatest military advantage and, specifically, not spend resources on reinventing what we can buy. Te Army must focus our science and technology (S&T) investments on those tech- nologies that contribute to the greatest advancements, first in the six priorities
and second in the underlying enablers. ASA(ALT) is developing a policy that will provide a means of funding alloca- tion that requires an increasing degree of foreseeable relevance between a research project and potential mili- tary application but also provides clear flexibility for lab directors to look for leap-ahead technologies. A more disciplined approach to ini- tiating and tracking development management, modeled on the com- mercial sector, will require that before a new project is started, the lead researcher show that the desired work is not a redevelopment of exist- ing work, that the surrounding known work is well understood, along with the researchers and sources, and that
the new work is an exten-
sion of the existing knowledge base, not being performed by anyone else.
Finally, a project plan will allow for incremental goals, associated with funding and timelines at which leaders can determine if additional resources are needed, whether goals have been achieved, and if continued work in the area is warranted or an “off ramp” is necessary. Additionally, we are fencing funds specifically to bridge the “val- ley of death” between research and program application in a deliberate manner and are taking, at the senior leader level, the responsibility for tran- sition rather than leaving it up to the wiles of researchers and PMs.
4. Accountability. We are working to improve the way we do business in order to make the Total Army more lethal, capable and efficient. In doing so, we must ensure that our organiza- tions, policies, processes and tasks that consume time, money and manpower deliver real value.
Today’s acquisition system is based upon an approach that encourages our professionals to follow a preset process and check appropriate boxes. One can complete a process and not have an outcome or product worth anything. Tis
is unacceptable. It wastes time,
money and talent. Process is there to facilitate achieving a product. It is NOT the product.
CONCLUSION We must train and develop our workforce to do their jobs in the best way possible, to empower them with the ability to find processes that fit and to influence and change processes that don’t. Tis will allow for greater flexibility and account- ability in the final outcome. In future articles, I will explain in some detail how to manage the processes to achieve a product and what is acceptable risk. I believe that it is essential for senior lead- ers not merely to tell those executing to take risk, but then to provide the limita- tion and clarity on what is acceptable risk to take.
Our people are the Army’s greatest asset. Managing talent is an enterprise-level effort to identify, grow and develop future military and civilian acquisition leaders to recognize opportunity, embrace new ideas, manage risk and realize their true potential. As we work to build a better, more responsive acquisition system, it is absolutely vital that members of the acqui- sition community have senior leadership guidance, encouragement and reassur- ance to innovate, understand and accept responsibility, and make smart decisions.
I look forward to hearing your opin- ions, recommendations and ideas as we continue to improve the way we deliver cutting-edge capabilities to our men and women in uniform.
HTTPS: / /
ASC.ARMY.MIL
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FROM THE AAE
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