THE CHALLENGES OF CHANGE
who are developing capabilities designed to exploit our vulnerabilities.
We can impact the Army’s future by: • Ensuring that we enable our acqui- sition workforce to acquire relevant capabilities.
• Informing new concepts and proto- types that are enabled by advancements in technology.
• Developing enhancements or upgrades to increase capability while preserving existing investments.
ASSESSING THE FUTURE
Spc. Colby J. McAdams of the 734th Ordnance Company controls an Andros FX robot using a Xbox 360 controller during the Brigade Modernization Command’s Army Warfighting Assessment (AWA) 17.1 in October 2016 at Fort Bliss, Texas. The AWA, distinct from the continuing series of network integration evaluations (NIEs) that began in 2011, is geared to explore the “realm of the possible” by evaluating potential interim solutions to Army Warfighting Challenges—new ideas not just in technology but also in tactics and concepts—in operationally relevant and rigorous scenarios. (Photo by Staff Sgt. Cashmere Jefferson, 7th Mobile Public Affairs Detachment)
• Employing innovative techniques to improve logistics and sustainment efforts.
• Investing in research that will enable new capabilities and create the oppor- tunity for a next generation of concepts.
deputy chief of staff, G-8, the AROC drives acquisition decisions over the life cycle of a program. Te AROC convenes regularly on Army programs to ensure that acquisition, requirements, resourc- ing and test entities are all linked on our developmental programs. Tis process provides the opportunity to conduct strategic trades across cost, schedule and performance based on available resources.
For the past four years, the long-range investment requirements analysis (LIRA) has been the Army’s process to project over a 30-year period the implications of decisions made in the program objective memorandum (POM). Te LIRA looked further out into the future than the five years of the POM to project future issues and decision points and begin to influ- ence them today. Te capability portfolio review (CPR) process took a more focused look at a narrow set of capabilities and requirements.
10 Army AL&T Magazine January-March 2017
Tis year we replaced both the LIRA and CPR processes with the strategic portfo- lio analysis review (SPAR). With SPAR, we are taking the next step in long- range planning by building upon lessons learned from the LIRA and CPRs. Te SPAR process injects senior leader guid- ance earlier and more often, and will help us make better-informed decisions on how to build the future Army. (See “Deter and Defeat,” Page 18.)
CONCLUSION As CSA Gen. Mark A. Milley discussed recently, rapid mobilization at the start of wars has worked, but only at great expense. It takes years to effectively regenerate the formidably trained and equipped ground fighting force that the United States possesses today. Being stra- tegic in our acquisition decisions and focusing on modernizing the Army will preemptively close the gap to maintain overmatch against potential adversaries
I want to take this opportunity to chal- lenge you. We look to the future to build on the Army’s great counterinsurgency and counterterrorism efforts, yet remain vigilant in areas where our adversaries are accelerating and developing their own enhanced overmatch capabilities. We do not want to acquire or become tied to the technology used to fight the last war; rather, we must look to the future and prepare to fight the next one. We need to continue to strive for excellence in our products and our processes.
As Jean-Baptiste Alphonse Karr observed, “Te more
things change, the more
they stay the same.” While the faces of leadership, theaters of conflict and adver- saries are ever-changing, the underlying strength of the Army acquisition enter- prise remains unchanged. Our people remain steadfast in their dedication to mission, and our priority remains reso- lute: to never send American Soldiers into a fair fight.
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