History informs us that we are going to be in another fight. Te proliferation of low-cost technology means that we must remain agile and adaptive to new threats. If our Soldiers need capability “x” and they need it tomorrow, we must be ready, along with our industry part- ners, to provide it as quickly as possible. My main concern is not that the enemy will outdistance us in terms of technol- ogy. My fear is that access and low costs give our future adversaries more par- ity. Tis is unacceptable. Our ability to counter new threats is among our great- est challenges.
Q. We’ve heard you talk about the importance of leaders, from product and program managers to program executive officers, addressing issues that keep them up at night, taking care of those they can and seeking help from experts for others. What keeps you up at night?
A. People and the industrial base— those are the two things that keep me up at night. We must ensure that we have the human capital—the develop- ers and program managers, the scientists and engineers, the information technol- ogy, contracting and other acquisition professionals who are experienced and understand how to do things very quickly, efficiently and effectively.
What makes us unique is having a smart, professional and passionate workforce that is committed to providing capabilities to our Soldiers. Nurturing, challenging and developing that workforce is my greatest concern. Without a first-class workforce, we can’t develop, deliver or support the warfighter. Also, ensuring that we have a strong relationship with our industry partners, not only for the weapon sys- tems and equipment we are building and upgrading today but also for those prod- ucts that are on the horizon.
ALL THE NEWS USAASC’s Office of the Director, Acquisition Career Management provides the acquisition workforce with easy-to-find, actionable information on education, training and development. Iden- tifying, growing and developing the right people for the workforce is essential to the success of the Army’s acquisition programs. (SOURCE: USAASC)
Q. What is your intent with the new writing campaign? How is it going?
A. Our first writing competition was launched earlier this summer and just ended on Sept. 15. Tis important endeavor was recently dedicated in mem- ory of MG Harold J. “Harry” Greene, a great Soldier, leader, mentor and friend who inspired all of us to tackle complex problems on behalf of Soldiers. Having this writing award named after Harry is just one way to honor him and his many contributions to the Army.
We received numerous entries in this year’s four categories: lessons learned; future operations; acquisition reform/ Better Buying Power; and innovation. Te essays, articles and opinion pieces
submitted are now being judged by a distinguished panel of experts from gov- ernment, media, private industry and academia. Four winners will be selected, one in each category, along with four honorable mentions.
My intent here is to create a venue for critical thinking about Army acquisition. Too many times I hear or read opinions from people two steps removed from actual practitioners. Tese pundits and self-declared experts lack the knowledge to opine, but they wax poetic about our business. My goal is to have practitioners take a hard look at the past, present and future of Army acquisition. I’m pleased that plans are underway for next year’s competition.
ASC.ARMY.MIL
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COMMENTARY
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