READY IN ALL CONDITIONS
Soldiers with the 101st Combat Aviation Brigade (CAB), 101st Airborne Division (Air Assault) and the division’s 3rd Brigade Combat Team participate in a large-scale air assault training exercise in January at Fort Campbell, Kentucky, designed to demonstrate the ability to integrate land operations with air support. The Army’s new modernization priorities echo the fundamentals of shoot, move and communicate. Key to implementing those priorities are the cross-functional teams and the Army Futures Command. (U.S. Army photo by Sgt. 1st Class Andrew McClure, 101st CAB)
“That iPhone in your pocket is probably already irrelevant. That’s how fast it goes. So I can’t wait seven years to get something locked in.”
in. You think you’re at a JOCC [joint operations command center] in Baghdad. I mean, everybody is there and they all hear it at once.”
Tat speeds decisions. “By doing it now, in real time, we compress the timeline.” What the cross-functional team concept does is push “the requirements commu- nity to take a much bigger step forward in formalizing the relationship with our PMs [program managers] and PEOs from the acquisition community.”
“And what is so important about it is that the formalizing of that relationship” between requirements and acquisition makes the process much more dynamic. Historically, it’s been “just this
mechanical process where they write up a requirement and they send it down the path. Now we have relationships” on the cross-functional teams, and they have the “responsibility to be very clear in the definition and in the interpreta- tion of a requirement. And [to] put the acquisition community in the best posi- tion possible to lead that development process and acquire the capabilities that we need.”
Te cross-functional teams have been making decisions, he noted. “We’ve made decisions right there. We’ve moved millions of dollars, we’ve changed requirements—everything. Last fall we did an S&T review and we restructured the entire S&T budget of the Army in
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