NOT QUITE REFORM, BUT IT WORKS
Te short-term solution has been to create new acquisition meth- ods—separate from but parallel to the traditional system—that are more adaptable to the rapidly changing threat. Te question remains, however: In these environments, how, exactly, does the U.S. modify its acquisition process to address the need for rapid development and deployment of technology?
Te answer lies in integration. Traditional acquisition processes are vertical in structure, usually involving only one contrac- tor. Integrated acquisition processes are horizontal, bringing together multiple contractors and an array of products and pro- cesses while crafting the many into a powerful whole. More than just a buzzword, “integrated” describes organizations that are willing to look at themselves in the context of the world around them. Tey are willing to question their assumptions and have the humility to identify and pivot from courses of action that are no longer optimal. Tere are numerous examples of orga- nizations and activities that, by implementing integration best practices within acquisition, succeeded in responding to a need faster and with a more diverse array of tools. Tese examples, which follow, have certain elements in common:
• Creating a culture of proactive problem-solving. • Developing a framework for inserting cutting-edge commer- cial technology into military applications.
• Facilitating horizontal integration with industry through structured exchanges.
PROACTIVE PROBLEM-SOLVING Science and technology (S&T) developers and managers need the freedom to think about potential solutions for rapid integra- tion and adaptation. An organization that is aware of the need for change and its potential benefits plans for and rewards change. It
EXPLORING NEW MODELS
A technician uses a platen for creating multiwafer substrates. Multiple substrates are then combined to make infrared focal plane arrays, which provide better performance than traditional technology at a much lower cost. The VISTA program established a new industrial base for focal planes in a model of horizontal integration by promoting an internal culture of integration. (Photo by Dr. Amy W.K. Liu, LQ PLC)
can identify and adapt early to emerging challenges such as the need for intelligence, surveillance and reconnaissance capabili- ties to counter anti-access and area denial requirements within the Asia-Pacific region, which in turn can create opportunities for the Army and DOD to save significant amounts of money.
Conventional acquisition processes, with their inherent difficulty to adapt to change, limit technological development, and the resulting solutions become irrelevant when restricted to decade-old requirements.
136 Army AL&T Magazine October-December 2016
A case in point is the development of third-generation forward- looking infrared (3rd Gen FLIR) imaging technology. Tis capability was successfully demonstrated on tactical systems in 2007 and has had positive impacts on many high-tech large system platforms, providing the U.S. with significant military advantages over near-peer threats in the Asia-Pacific region and Europe. Te main significance of 3rd Gen FLIR is that it uses two different infrared bands that together provide imagery optimized for different missions and environments. Before 3rd Gen, platform developers had to choose from among different
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