FROM THE ARMY
ACQUISITION EXECUTIVE DR. BRUCE D. JETTE
ADVANCING ACQUISITION
As the Army focuses on modernizing without delay in its six priority areas, the acquisition culture must change by embracing certain key principles
G
en. Mark A. Milley, Army chief of staff, made clear the reason why there is urgency in modernizing America’s Army, stating, “We know over time that our competitive advantage has eroded and that our
overmatch is being challenged in all domains. In today’s increas- ingly contested domains, the supremacy of our Army is being tested like never before.” It is for this reason that increasing the resources toward modernizing our Army is a necessity, along with changing the way we think, organize and execute our plans and programs.
Our Army acquisition community is at an inflection point where we need to change from the previous industrial-age models of program management and materiel procurement. We must equip Soldiers with the most advanced capabilities possible, and do so as quickly as achievable. Our readiness must allow us to fight across multiple domains in order to deter potential adversaries and, if necessary, rapidly defeat them. Today’s mod- ernization is tomorrow’s readiness. Modernization is an ongoing and evolving extension of our readiness.
America’s Army has spent the better part of two decades at war. During this time, our adversaries have studied our successes and challenges, then mimicked many of those successes and avoided the challenges. In the case of Russia and China, they have invested heavily in their capabilities in an attempt to bring them- selves to near-peer status.
Our continuing fight and the constraints of sequestration have had an adverse effect on our ability to advance commensurate with our true technological and operational capabilities. Our “Big Five” remain our Big Five, and have only been incremen- tally upgraded over time. Tis approach limits the advancement of capabilities to an evolutionary scale and tends to preclude a revolutionary advancement.
Our acquisition and modernization approaches must change to provide our leaders the flexibility to apply new operational concepts that can ensure unquestioned overmatch, now and at all times in the future. Tis requires aggressively pursuing tech- nology approaches that may not fare from well-worn paths, as well as those offered by familiar industry. We must make it our culture to know about and pursue innovations that may be more associated with commercial application but which we can leverage for our benefit by applying them, with or without modi- fication, to visionary operational applications.
A FOUNDATION FOR CHANGE As the Army Futures Command comes online, we must form a close partnership with those working to develop these opera- tional visions and contribute to them by leveraging our military insight, joined to our technical and programmatic knowledge.
When I say our culture must change, at the core of that change is the need for the acquisition team to see itself as a significant
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FROM THE AAE
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