DIGITAL TRANSFORMATION
Te OCIO understands that it must learn and make the appropriate changes to how the Army buys and consumes informa- tion technology resources to ensure the Army is postured for the standardized delivery of services, increased awareness of potential threat vectors and elimination of redundancies and inefficiencies. Te refocusing of how the Army buys IT will help to increase the availability of limited resources that can be applied to digital transformation and deploy technologies needed for the future fight.
MULTIDOMAIN COMMUNICATION
The Army needs the ability to collect, analyze, interpret, associate and store data and information to help support advanced capabilities.
capability portfolio reviews and business process reviews. Te capability portfo- lio reviews and business process reviews will give the Army the data it needs to make the necessary changes to acquisition processes.
Te Office of the U.S. Army Chief Infor- mation Officer (OCIO) and the deputy chief of staff, G-6, are conducting a series of capability portfolio reviews in conjunc- tion with a digital resource management overhaul that will result in a refocusing of digital efforts across the enterprise.
Also, the OCIO is conducting business process reviews to evaluate how the Army “sees and understands” digital invest- ment decisions leveraging the planning, programming, budgeting and execu- tion process to determine what should be managed by the enterprise versus the force. Te desired outcome is to place the
resourcing decisions for the Army’s digi- tal capabilities at the appropriate level to maximize the application of limited financial resources to achieve the digital capabilities needed to support the Army of 2030.
Building processes to understand how the Army buys information technology (IT) and cyber activities will have a direct and positive impact on the Army of 2030 and the digital capabilities it has available. Te current IT landscape is a system of systems that must work in concert to be effective and secure. On the other hand, IT is procured and deployed in a disag- gregated manner under a common set of architecture, operational and security standards. Because these two aspects are not synced, the overall IT budgets increase and potential cyber security risks are intro- duced through the increased surface area.
By securing and unifying our digital foot- print, the Army ensures the warfighter has the ability to shoot, move and commu- nicate. Tese abilities are dependent on universal information technology through- out our formations and a key enabler of the Army’s mission. Data and information feed the targeting systems, order the spare parts to maintain mobility and allow for the dissemination of commander’s orders to communicate and maneuver the force. Our digital footprint will be contested by our competitors, so having a resilient and effective digital capability increases force protection and ensures the future of a stronger Army and successful nation.
For more information, contact the OCIO Strategic Initiatives Group (SIG) at
usarmy.pentagon.hqda-cio.mbx.sig@
army.mil.
PATRICK SCOTT SEYBOLD serves as the Resources Division chief in the Office of the U.S. Army Chief Information Officer. His tenure with the Army includes successfully managing multiple challenging and complex projects. He holds an M.A. in procurement and acquisitions from Webster University and a B.S. in electronics management from Southern Illinois University.
https://asc.ar my.mil
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