Shows & Panels
- The 2014 Big Picture on Cyber Security
- AFCEA Answers
- Ask the CIO
- Connected Government
- Consolidating Mission-critical Systems
- Constituent Servicing
- The Data Privacy Imperative: Safeguarding Sensitive Data
- Eliminating the Pitfalls: Steps to Virtualization in Government
- Federal Executive Forum
- Federal Tech Talk
- Government Cloud Brokerage: Who, What, When, Where, Why?
- Government Mobility
- The Intersection: Where Technology Meets Transformation
- Maximizing ROI Through Data Center Consolidation
- Mobile Device Management
- The Modern Federal Threat Landscape
- Moving to the Cloud. What's the best approach for me
- Navigating Tough Choices in Government Cloud Computing
- Satellite Communications: Acquiring SATCOM in Tight Times
- Transformative Technology: Desktop Virtualization in Government
- Understanding the Intersection of Customer Service and Security in the Cloud
Shows & Panels
Army looks to 'deep future' to ensure it stays ahead of technology curve
Thursday - 10/24/2013, 4:11am EDT
Following a dozen years of sustained combat, the Army has serious concerns about its ability to repair and modernize the gear it thinks it will need to get through the next few years, especially if sequestration stays in effect.
But the service's leaders also say they now need to dedicate a good portion of the Army's brainpower toward the "deep future" — something they've been distracted from for more than 10 years.
It's not as though the Army has never set its sights a couple decades down the road. When he was Defense Secretary, Robert Gates famously called out the military for what he termed "next-war-itis," and directed military leaders to prioritize the fights that were then raging in Iraq and Afghanistan.
"He was telling us to stop thinking about the war after the next one, and start thinking about the youngsters who are on the ground right now," Gen. Robert Cone, the commander of Army Training and Doctrine Command (TRADOC) told attendees at the Association of the U.S. Army's annual conference in Washington. "After that, the Army completely fired its retro rockets and focused very well, and we are now all attuned to the call from theater so we can grind quick solutions to near-term problems, and I think that's great. But the challenge we face as we switch from an army of execution to an army of preparation is we must reallocate some of our energy toward the future."
And in particular, the Army is devoting more of its institutional brain power toward the "deep future" — the period between roughly 2030 and 2040, said Lt. Gen. Keith Walker, TRADOC's deputy commander for futures.
"The obvious challenge is predicting the future, and we know we can't get it right," Walker said in an interview. "The issue is not getting it right; the issue is making sure we think about it real hard so we make sure we don't get it too wrong."
S&T program investments
To make sure they don't, Army leaders say they need to make sure they maintain a robust investment in science and technology programs, even while acknowledging that some of their nearer-term procurement priorities are going to take a major hit from sequestration. And since the Army S&T enterprise has focused on its current fights for the last several years, the service will have to rely more heavily during the next few on technologies that already are ready to deploy, and from there, make incremental improvements, leaders say.
"We're going to have to rely a lot more on mature technologies in the near-term so that we can really start looking hard at the things we need to invest money in that will pay dividends out beyond 2020, and probably into the mid-2030s when we start fielding some of this stuff," said Lt. Gen. James Barclay, the Army's deputy chief of staff for resources.
Barclay said that line of thinking also will lead to smaller procurements during the next several years.
"That's part of the cost effective modernization under the fiscal limits we have. That will then allow us to invest some dollars toward where we're hopefully going to go in the future," he said. "But all the while, if we're not careful to maintain the strengths that we already have in our industrial base, you can think about and talk about and design a force all you want, but you won't be able to build it if you aren't cautious over the next five years about what you do with that industrial base in a very constrained fiscal environment."
Army officials say they have some other strategic concerns about the next five years, mainly centered on the idea that the technological superiority the U.S. military currently enjoys in some areas will be made less relevant as other countries begin to catch up.
But Cone said that's not the main thing that keeps him awake at night. He's more worried that the next big long-term breakthrough will happen outside America's shores.
"We need to be technology makers, and we need to think about what technology is being developed by our potential adversaries that we are not keeping pace with," he said. "We are very, very comfortable now with using commercial-off-the-shelf technologies. But there are 90 other countries that can do the same thing. There are a number of areas we're monitoring, and what I'm worried about is whether we have the appropriate investment in the right areas so that we have the initiative in science and technology instead of trying to adapt. The cost of adaptation — if someone else develops a truly innovative weapon — will be significant in terms of lives."