FROM THE ARMY
ACQUISITION EXECUTIVE DOUGLAS R . BUSH
ACCELERATING THE DIGITAL
TRANSFORMATION I
am deeply committed to ensuring that the Army is prepared to meet the challenges of the 21st century, so this issue is particularly important because digital transformation underpins our efforts to build and deliver the Army of 2030 and beyond. In fact, the elements of digital transformation—software development, data, artificial intelligence and cybersecurity—are
so important that I convinced Young J. Bang, my principal deputy, to bring his extensive private sector experience to our acquisition, logistics and technology team.
Fortunately, he embraced the challenge. I also hired Jennifer Swanson as the deputy assistant secretary of the Army (DASA) for data, engineering and software (DES), a newly created office within the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technol- ogy (ASA(ALT)) focused on the adoption of digital transformation technologies and processes throughout the acquisition, logistics and technology community.
We all recognize that bringing an Industrial Age Army into the Information Age is no small task, but it is a vital one. We must preserve and expand our military advantage in the new digital oper- ating environment. So, one of Bang’s first initiatives was to establish and lead an internal Digital Transformation Forum, under the auspices of Swanson and her team. Tis allows the DASAs, the deputy for acquisition and systems management, and our program executive officers (PEOs) to meet regularly to implement topics central to successful digital transformation, such as workforce development and career management, software acquisition, agile contracting, data, open-systems architecture, artificial intelligence, cyber and several other key areas.
Swanson is executing several key initiatives covered in these forums. For example, in just the last six months, she and her team have:
1. Developed a Digital Foundations pilot to upskill our workforce with 100 participants across six PEOs and the Army Contracting Command providing feedback.
2. Worked with several new programs to adjust their requests for proposal (RFPs) to ensure modern software practices and data centricity are included as requirements.
https://asc.ar my.mil
5
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140
