allow us to better match resources to strategy and real-world operational risk, leading to more informed and defensible decisions on where to “place our bets” as we strengthen our Army’s readiness, today and into the future.
For more information, go to http://www.
rand.org/ard.html.
LT. GEN. MICHAEL E. WILLIAMSON is the principal military deputy to the assis- tant secretary of the Army for acquisition, logistics and technology (ASA(ALT)) and director of acquisition career management. He has served in the Army for more than three decades. He holds a Ph.D. in business administration from Madison University, an M.S. in systems management from the Naval Postgraduate School and a B.S. in business administration from Husson Col- lege. He is Level III certified in program management and information technology.
LT. GEN. JOSEPH ANDERSON is the deputy chief of staff, HQDA G-3/5/7. He has served in the Army for more than three decades. He received his commission in the Infantry Branch from the U.S. Military Academy at West Point and holds master’s degrees in administration from Central Michigan University and in national secu- rity and strategic studies from the Naval War College.
LT. GEN. JOHN M. MURRAY is the deputy chief of staff, HQDA G-8. He has served in the Army for more than three decades. He received his commission in the Infantry Branch upon graduation from the Ohio State University and holds a master’s degree in national security and strategic studies from the Army War College.
to WORK Getting
None of what the Army Rapid Capabilities Office does can be found in a requirements document, so the office’s director of operations, Maj. Gen.
Walter E. Piatt, provides an overview and answers to questions about how strategic demand drives its battle rhythm and ground rules.
“T
he art of war teaches us to rely not on the like- lihood of the enemy’s not coming, but on our
own readiness to receive him; not on the chance of his not attacking, but rather on the fact that we have made our position unassailable.”
Written by the legendary Chinese general and military strategist Sun Tzu, these words are 2,500 years old, yet
they speak directly to how we
must prepare and modernize today’s Army.
Our enemies are chipping away at our long-held technological dominance and deterrence. Tey’ve studied our strengths, such as comprehensive battlefield communication networks linked to GPS,
and turned them
into vulnerabilities. Tey’ve exploited commercial technological advances, such as jammers and drones, faster than our own requirements and acquisition processes can keep up.
Te Rapid Capabilities Office is just one piece of the Army’s overarching effort
to make the acquisition sys-
tem work better to answer strategic demands. It gives the Army a way to constantly evaluate the threat envi- ronment, put the highest-priority gaps in front of senior leaders and accelerate capabilities fast enough to make a difference. But we’re not just responding to the enemy’s actions— we’re also taking the initiative to find those disruptive capabilities and cre- ate overmatch so our adversaries don’t want to take us on.
DOD’s third offset strategy is attack- ing the problem by aggressively adopting the disruptive technologies, operational tactics and organizational constructs necessary to compete in today’s environment and deter poten- tial adversaries now and in the future. In the Army, the recently created Rapid Capabilities Office is fortunate enough to be at the forefront of the effort to enable both the third offset and the Army modernization strategy.
ASC.ARMY.MIL
23
ACQUISITION
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