Shows & Panels
- The 2014 Big Picture on Cyber Security
- AFCEA Answers
- Ask the CIO
- Building the Hybrid Cloud
- Connected Government: How to Build and Procure Network Services for the Future
- Continuing Diagnostics and Mitigation: Discussion of Progress and Next Steps
- Federal Executive Forum
- Federal Tech Talk
- The Future of Government Data Centers
- The Future of IT: How CIOs Can Enable the Service-Oriented Enterprise
- The Intersection: Where Technology Meets Transformation
- Maximizing ROI Through Data Center Consolidation
- Mitigating Insider Threats in Virtual & Cloud Environments
- Modern Mission Critical Series
- Moving to the Cloud. What's the best approach for me
- Navigating Tough Choices in Government Cloud Computing
- The New Generation of Database
- Satellite Communications: Acquiring SATCOM in Tight Times
- Targeting Advanced Threats: Proven Methods from Detection through Remediation
- Transformative Technology: Desktop Virtualization in Government
- The Truth About IT Opex and Software Defined Networking
- Value of Health IT
- Air Traffic Management Transformation Report
- Cloud First Report
- General Dynamics IT Enterprise Center
- Gov Cloud Minute
- Government in Technology Series
- Homeland Security Cybersecurity Market Report
- National Cybersecurity Awareness Month
- Technology Insights
- The Cyber Security Report
- The Next Generation Cyber Security Experts
Shows & Panels
Air Force pins its future on ‘strategic agility'
Thursday - 7/31/2014, 11:13am EDT
The Air Force's latest strategy document calls for a service that's more agile in just about everything it does. It also acknowledges it may take a few decades to achieve that.
The strategy, "A Call to the Future," released Wednesday, is the latest in what officials say is a trilogy of documents that will guide how the service operates in the coming years. This one tries to set a path to the deep future — 30 years out — and asserts that the single biggest challenge it will face over that period is the ability to adapt as quickly as potential adversaries will.
"The basic premise is that we never ever seem to accurately predict the future. We never get it right," Deborah Lee James, the secretary of the Air Force told reporters at the Pentagon. "And so therefore we're going to have to continue to be able to step up to the plate and do a range of missions and we need to get ahead of the curve when it comes to the enormous and very rapid change that we're seeing in our world. And I'm talking about changes in technology, changes in different nations and groups acquiring weapons, changes in how we communicate with one another. Whoever saw Facebook and Twitter 10 years ago? These are all enormous changes in a short period of time."
James said the concept of "strategic agility" applies to everything from how it trains and deploys its people to how it acquires new technology to how it organizes its own management structure.
On acquisition, James said the strategy demands a shift away from monolithic, single-purpose platforms to more modular systems that can rapidly adapt to changing realities on the battlefield. The changes she wants to see, she said, start at the very front end of the acquisition process when requirements are first developed.
"We need a more agile structure that accommodates more frequent pivot points," she told a meeting of the National Contract Management Association earlier in the day. "That more modular approach means we ought to be able to open competition to a broader group rather than solely relying on large programs which don't allow us the ability to adapt in the face of changing threats. We feel like if we get this right, it ought to maximize the bang we get for each buck by making it easier to integrate the best technological advances more quickly, and similarly to slough off elements or technologies that either aren't producing what we wanted, or if the world changes and we don't need it any more, we would be able to more easily get rid of it."
Building in adaptability
The Air Force said it's already begun the process of building adaptability into its systems. For example, James said the classified Long Range Strike Bomber program is being designed with requirements that are achievable right now, but that the system will be adaptable enough to plug in new hardware and software in response to changes in technology without having to design an entirely new airplane.
Gen. Mark Welsh, the Air Force chief of staff, said the service will also look for ways to build in more adaptability to its existing weapons systems, not just new ones.
"Let me use the example of propulsion. If the advanced engine technology demonstrator program proves that you can in fact create systems that save you anywhere between 30 and 45 percent of fuel costs, then we should be building into every fleet we have decision points for implementing that new technology in engine competitions to replace existing engines, because it will pay for itself very quickly," he said. "I just think we have to be able to take advantage of things as they change. It may not be a major mission area change overnight, but we should look for it at every level of our activity. The problem on the acquisition side of the house is that we aren't the only ones involved in the process, and the process has to become more agile. How you get there from here is the problem, and that's why this is a 30-year document. This isn't going to change overnight."
With respect to Air Force personnel, the new strategy notes that that the boundaries between its active component and the Air National Guard and reserve have become "more permeable," and calls for those lines to be blurred even further. For budget reasons, the Air Force has already picked 14,000 active-duty service members for early separation this year, including 6,000 who are leaving the force involuntarily. So service leaders see themselves relying more heavily on the reserve components. James said the budget picture demands a personnel system that lets airmen move more easily from one component to another.