Army Science & Technology

Transcription

1 Army Science & Technology America s Army Decisive Force Army S&T Priorities Matthew Donohue Director for Ground Systems Office of the Deputy Assistant Secretary of the Army for Research and Technology February 29, 2012

2 Purpose Update S&T strategy development Review the new processes we are implementing in Army S&T Highlight opportunities for partnership 2

3 What we have learned Deployed Element We have learned from last decade of war This is What We Learned It s all about the Soldier and Where should our focus be? In the past the small unit was built around the fighting system. Today and for the future, the fighting system must be built around the small combat unit. MG(R) Robert Scales* Armies 65,000 + (e.g., Army of Tennessee) Division Growing gap/delta between how we fight & how we acquire Delta is MORE than S&T it includes DOTMLPF and policy ARFORGEN focus is at Brigade level & above Need to determine better way to enable capabilities at the company & below level Must synchronize how we fight with how we acquire ARFORGEN How /what we acquire *Ground Combat Vehicle CONOPS - Concept paper dated Dec 2, ,000 + Brigade 3,000 + Company & below Gap Soldier Tech - DRAFT 11 Battalion 1,000 + / - Platoon 50 + / - Soldier & Leader Civil War World War II Desert Storm Iraq Army Operations Afghanistan (& Vietnam) 4 Soldier Tech - DRAFT We will continue to pursue programs focused on the Soldier and small unit capabilities with the intent of making our formations more flexible, adaptable and lethal. 3

4 What we have done Since 2010 we have been making strides to address DASA(R&T) s Problem & Challenge We have validated a new set of priorities for and approaches to managing Army S&T The Problem It takes too long to get technology enabled capabilities to the field Army S&T is perceived as irrelevant Fixing the Problem requires: New comprehensive strategy Changing the culture Restoring confidence in Army S&T Building a strong Partnership with Leadership Motivating the workforce towards results 5 Soldier Tech - DRAFT 4

5 The Vision Vision Provide Technology Enabling Capabilities that Empower, Unburden and Protect our Soldiers and Warfighters in an environment of Persistent Conflict Our Challenge Deliver these technologies through effective partnerships in synchronization with Army Force Generation (ARFORGEN) and fiscal processes Respond Rapidly to Technological Evolution 5

6 Strategic Goals for Army S&T Year 2 Focus World Class Science & Technology Timely Transition of the Right Technologies Recognized Leader in Defense Development and Engineering Strong Internal & External High Quality, Relevant Facilities and Capabilities Balanced Investment Portfolio Highly Skilled, Motivated Workforce that Exemplifies our Core Values Effective, Efficient, & Adaptable Processes Government and Public Understanding of Our Value 6

7 Army S&T Leads the Forward Operating Element in the Acquisition Lifecycle PEOs/PMs Fielded Products and Systems TRADOC Generate Requirements How we fight today & will fight tomorrow Desired Capabilities What we know and learn informs and influences PEO (Acquisition) how/when to change course Requirements bound Driven by cost, schedule, performance Near term focus to get capabilities to the Field Acquisition Technical Barriers and Hurdles Problems/ Challenges to solve in Near, Mid, and Far term Understand the threat & environment Understand current PEO/PM programs Influence Requirements Generation process Understand Army relevant OGA, DARPA, Industry and Academic programs Identifies the threat Identifies the threat timeframe NGIC Forecasting/Future gazing What is in the realm of the possible Conduct RDE to advance Science, Technology, and Technology Enabled Capabilities Looking for innovation & invention to solve near/mid/far term problems S&T Forward Operating Element We provide Mature Technologies, Expertise, and Advice to Enable Development of Improved/New Capabilities 7

8 S&T Portfolios 8

9 Experimentation Venues Technology Enabled Concepts through Warfighter Evaluations Technology Wargames S&T Labs/ Centers Concept Exploration Technology Enabled Concepts Experiments Warfighting Concepts Experiments Technology transduction activities Simulations/MITL Army S&T SILs at Labs/Centers TRADOC Unified Quest Technology Concept Demonstrations Vignette driven alternative technology experiments Warfighting Concepts Experiments C3 OTM C4ISR (CSIL) Radio Lab (REAL) TRADOC Centers of Excellence Concept Development Experiments TECDS - Technology - Enabled Capability Demonstrations JCTDs AEWE TRADOC Centers of Excellence NTC Concept Development Warfighter Evaluations Combined/ Network supported technology driven virtual/real combined experiment Determine potential operational value & TTP options Simulations & Hardware NIE/CIE Ft. Bliss White Sands Requirements Generation Field Evaluations (in theater) Small Unit Experiments Strength/ deficiency evaluations PORs and Supporting Requirements (DOTMLPF) Increasing Maturity 9

10 S&T Resources: Funding Categories, People, 6.1, 6.2, 6.3 Basic Research Applied Research Advanced Technology Development knowledge for an Conduct research and apply uncertain Obtain future invention knowledge knowledge/understanding for an to and discovery specific Army problems and uncertain future invention Understand theories and challenges phenomenology that may Conceptualize and experiment and discovery impact Army needs with components, subsystems, models discovery and Understand theories innovationand challenges phenomenology People that may People People Theoretical & Experimental Scientists, Technologists, Scientists, Engineers, Scientists Experimentalists Designers, Fabricators Chemists Physiologists Physicists Neuroscientists Material scientists Mathematicians Psychologists Medical doctors 64% Universities/Industry 33% Industry Theoretical 36% In-House & Experimental 67% In-House S&T Resources: Funding, People, Partnership 6.1, 6.2, 6.3 S&T Resources: Funding Categories, People, Basic Research impact Army needs Chemists Physicists Material scientists Psychologists People Chemists Physicists Material scientists Psychologists Physiologists Scientists Neuroscientists Mathematicians Medical doctors Nutritionists Electronics 40% 60% In-House Industry Scientists, Technologists, 36 Experimentalists _Freeman_WAUSA Advanced Technology Development Develop and integrate technologies at Conduct research and apply sub-system and system level Demonstrate feasibility of technology enabled capabilities knowledge/understanding Define transition paths to accelerate to introduction of technology enabled specific capabilities to the Warfighter Army problems and Physiologists Neuroscientists Mathematicians Medical doctors Conceptualize and experiment with components, subsystems, Chemical Thermodynamicists Civil models discovery Mechanical Industrial Clothing designers and Aerospace Colorists Structural Electrical innovation Biomedical Psychologists People Chemists Physicists Material scientists Psychologists Physiologists Applied Research Neuroscientists Mathematicians Medical doctors Nutritionists Electronics Develop and integrate technologies at sub-system and system level Demonstrate feasibility of technology enabled capabilities Define transition paths to accelerate introduction of technology enabled capabilities to the Warfighter People Scientists, Engineers, Designers, Fabricators Chemical Civil Industrial Aerospace Structural Biomedical Thermodynamicists Mechanical Clothing designers Colorists Electrical Psychologists 64% Universities/Industry 36% In-House 33% Industry 67% In-House 60% Industry 40% In-House _Donohue_Munitions _Freeman_WAUSA Conf

11 S&T Resources: Funding, People, Partnership 6.4, 6.6, 6.7 Basic Research Applied Research Advanced Technology Development Obtain Funds knowledge efforts for an necessary Conduct to evaluate research and apply uncertain future invention knowledge/understanding to and integrated discovery technologies specific that Army will problems and Understand expedite theories technology and transition challenges to phenomenology that may Conceptualize and experiment impact programs Army needs of record. with components, subsystems, models discovery and Funds technology maturation efforts, innovation including Peoplecompetitive prototyping, People for Theoretical selected & Experimental pre-milestone B Scientists, programs Technologists, of Scientists Experimentalists Designers, Fabricators record. Chemists Physiologists Physicists Neuroscientists Material scientists Mathematicians Psychologists Medical doctors S&T Resources: Funding Categories, People, Technology S&T Resources: Funding Maturation Categories, People, Technical Information Manufacturing Technology 6.1, 6.2, 6.3 Initiatives Activities People Chemists Physicists Material scientists Psychologists Physiologists Neuroscientists Mathematicians Medical doctors Nutritionists Electronics 64% Universities/Industry 36% In-House 67% 33% In-House Industry Scientists, Engineers, Designers, Chemical Civil Industrial Aerospace Structural Biomedical Fabricators Thermodynamicists Mechanical Clothing designers Colorists Electrical Psychologists 90% Universities/Industry 10% In-House Chemical Civil Industrial Aerospace Structural Biomedical Thermodynamicists Mechanical Clothing designers Colorists Electrical Psychologists 60% Industry 40% In-House Technology Maturation Technical Information Manufacturing Technology Initiatives Activities Supports upgrading the accuracy, timeliness, Address manufacturing availability, and accessibility of scientific, technical, and management information at all challenges for new levels of the Army R&D community. People technologies Management of this accurate and timely technical information is essential for enabling Facilitate affordable Army Science and Technology (S&T) leadership to refine investment Engineers, strategy and quickly react Industrial production that impacts to emerging opportunities and issues. Army procurement Funds efforts necessary to evaluate integrated technologies that will expedite technology transition to programs of record. Funds technology maturation efforts, including competitive prototyping, for selected pre-milestone B programs of record. 36 Technical Analysis _Freeman_WAUSA Board on Army S&T National Defense PeopleUniversity Technology Scientists, Engineers, Maturity Designers, Fabricators Assessments Chemical Thermodynamicists Army Civil High Performance Mechanical Industrial Clothing designers Computing Aerospace Centers Colorists Structural Electrical Science Biomedical Advisors Psychologists to Combatant Commanders 90% Universities/Industry 10% In-House Address manufacturing challenges for new technologies Facilitate affordable production that impacts Develop and integrate technologies at Supports sub-system and system upgrading level the accuracy, timeliness, availability, Demonstrate feasibility and of technology accessibility of scientific, enabled capabilities technical, and management information at all Define transition paths to accelerate levels introduction of technology the Army enabled R&D community. capabilities to the Warfighter Management of this accurate and timely technical information is essential for enabling Army Science and Technology (S&T) leadership to refine People investment strategy and S&T quickly Resources: react Funding Categories, People, to Scientists, emerging Engineers, opportunities and issues. 6.4, 6.6, 6.7 People S&T Management and Technical Analytical Support Financial Analytical Support Strategic Planning Specialized Review Boards Army Science Board 90% Industry 10% In-House Army procurement Chemical Designers, Craftsmen People S&T Civil Management and Technical Analysis Industrial Aerospace Technical Analytical Board on Army S&T Support National Defense University Financial Analytical Technology Maturity Support Structural Assessments Strategic Planning Army High Performance Specialized Review Biomedical Computing Centers Boards Science Advisors to Army Science Board Combatant Commanders 90% Industry 10% In-House Mechanical Systems Process Plant management Materials People Engineers, Industrial Designers, Craftsmen Chemical Civil Industrial Aerospace Structural Biomedical 84% Industry 16% In-House Mechanical Systems Process Plant management Materials 84% Industry 16% In-House _Freeman_WAUSA _Donohue_Munitions _Freeman_WAUSA Conf 37

12 S&T Investment Strategy Balanced Portfolio Studies, Tech Planning Activities Long Term Exploration; Invention, discovery, future gazing, technology trends Long-term Game- Changing (Disruptive) Technology Manufacturing Technology Competitive prototyping; Greater than TRL6 TECDs Near-term integrated capability demonstrations predominately 6.3, may have some 6.2 Long-term Enabling Technology Development Innovation, invention, technology exploitation to create sub-system opportunities Mid-term Innovation*, maturation, technology demonstration; reducing technological risk; predominately supporting planned Programs of Record * Includes Rapid Innovation Funding 12

13 Sources Informing S&T (6.2 & 6.3) Investment Decisions for Wargaming Exercises Commercial NGIC Other Services Army Capstone Concept International/Allies JCIDS DoD Priorities recalibrate its [U.S. ] capabilities and make selective additional investments in: Counter Terrorism & Irregular Warfare Deter & Defeat Aggression Project Power Despite Antiaccess/Area Denial Challenges Counter Weapons of Mass Destruction Operate Effectively in Cyber & Space Maintain a Safe, Secure & Effective Nuclear Deterrent Defend Homeland & Provide Support to Civil Authorities Provide Stabilizing Presence Conduct Stability & Counterinsurgency Operations Conduct Humanitarian, Disaster Relief, & Other Operations TRADOC Future Outlook Desired Capabilities against a predicted future environment in: Mission Command Intelligence Movement and Maneuver Fires Protection Sustainment Training and Leader Development Institutional Army Human Dimension TRADOC Warfighter Outcomes, CAN, CBA, ICD, CDD, CPD Maturation of Technologies for Acquisition Programs of Record or Planned Programs (Army G3/5/7 Capability Portfolio Reviews Roadmaps and Trades "The Squad is the foundation of the decisive force; it is the cornerstone of all units." CPR Roadmaps JCAs TTAs (Jan CSA remarks at AUSA ILW Breakfast) TTAs BA4 Tech Maturation Three things S&T must PORs invest in: 1) What we do that no one else does (maintaining core competencies) 2) What we do to advance capabilities 3) What big bets that others invest in so we can counter 13

14 TRADOC S&T Domains Training Mission Command Power and Energy (Sustainment) Counter IED & Mine (Protection) Human Dimension Generating Near Term S&T Priorities 7 Problems and 24 Challenges? Steps to TECDs Problems and Challenges 7 Broad Problem Areas 24 Focused Challenge Statements Workshop 1-2 June 2011 focused on Soldier as the Decisive Edge Engaged over 100 stakeholders from across the Army to identify critical problems and challenges that S&T could solve or meaningfully address in the near-term. Specific Challenge Objectives X S&T Programs TECDs Domains Training Army S&T Vectors (cross-walked to S&T challenges) Mission Command Power and Energy (Sustainment) Counter IED & Mine (Protection) Human Dimension 3 Big Issues Home Station/Mission Cmd-Centric Trng (Build Adaptive Teams & Units) 7.b, 7.c Accelerate Indiv Learning Persistent & Adaptable Tng/Educ. Infrastructure 7.b 7.b, 7.c Network the Common Situational Mission Command Force Understanding on the Move 3.g 3.a, 3.b 3.a, 3.g P&E Enhanced Supply Chain Force Health Expeditionary Mgt Energy Agility Logistics Protection Base Camps 2.a, 4.b, 6.a 4.a, 4.b 4.a, 4.b 7.d, 7.e 1.a Enhanced Protection Combat ID Hazard Detection on the Move 1.b, 1.c, 2.a 3.b, 3.d, 3.e 1.d Soldier Assessment, Readiness, Excessive Cognitive Load and Resilience Demand 2.a, 2.b 7.a, 7.b, 7.c, 7.d 2.b Fires Movement & Maneuver 5 Jul 2011 ASTAG Fall 2011 ASTWG & ASTAG Fires Movement & Maneuver Air Integrate Maneuver Scalable Dismounted Target Defense and Fires Effects Acquisition 5.a 1.a, 3.d 5.a, 5.b 5.a, 5.b Joint Multi-Role Aviation Unmanned Enable Soldier and Capability Ground Autonomy Small Combat Teams 6.a, 6.b 2.a, 4.a, 4.b 1.b, 1.c, 5.a, 5.b Intelligence 9 Intelligence Small Unit Precision Data-to- Holistic Human and Operational Surprise Collection Decision Societal Assessment 3.b, 3.c, 3.d, 3.e, 3.f 3.b, 3.d, 3.e, 3.f 3.f 3.c, 7.a 25 14

15 Generating Near Term Big Army Problems that S&TS&T MustPriorities Help Solve Current Focus: Soldier as the Decisive Edge 7 Problems and 24 Challenges? Steps to TECDs TRADOC S&T Domains Army S&T Vectors (cross-walked to S&T challenges) Problems and Challenges 1. There is insufficient FORCE PROTECTION to ensure highest Bigdegree of survivability across Issues Workshop 1-2 June 2011 focused on Domains Soldier as the Decisive Edge 7 operations. the spectrum of Training 3 Engaged over 100 stakeholders from across Broad Problem Areas Mission Training the Army to identify critical problems and challenges that S&T could solve or meaningfully address in the near-term. Home Station/Mission Cmd-Centric Trng (Build Adaptive Teams & Units) 7.b, 7.c Accelerate Indiv Learning 7.b Persistent & Adaptable Tng/Educ. Infrastructure 7.b, 7.c Command 2. Soldiers in Small Units (squads/fire teams/crews) are OVERBURDENED (physically and Power and 24 cognitively); this degrades performance and may result in immediate, as well as, long term Energy Focused consequences. Challenge Statements X Mission Command Power and Energy (Sustainment) (Sustainment) Counter IED & Mine (Protection) Counter IED & Mine (Protection) Network the Force 3.g P&E Mgt 2.a, 4.b, 6.a Common Situational Understanding 3.a, 3.b Enhanced Energy Agility 4.a, 4.b Enhanced Protection 1.b, 1.c, 2.a Supply Chain Logistics 4.a, 4.b Mission Command on the Move 3.a, 3.g Force Health Protection 7.d, 7.e Combat ID 3.b, 3.d, 3.e Expeditionary Base Camps 1.a Hazard Detection on the Move 1.d 3. U.S.Human Army squads are too often SURPRISED in tactical situations. Soldiers in Small Units Specific Challenge Objectives Dimension lack sufficient timely MISSION COMMAND & TACTICAL INTELLIGENCE to understand Firestheir assets are, who and where the enemy is, who and where non-combatants are where andmovement to document and communicate this information to each other and higher echelons. & 5 Jul 2011 Fall 2011 Maneuver S&T Programs TECDs Human Dimension Fires ASTAG Movement & Maneuver ASTWG & ASTAG Soldier Load 2.a, 2.b Air Defense 5.a Assessment, Readiness, and Resilience 7.a, 7.b, 7.c, 7.d Integrate Maneuver and Fires 1.a, 3.d Joint Multi-Role Aviation Capability 6.a, 6.b Excessive Cognitive Demand 2.b Scalable Effects 5.a, 5.b Unmanned Ground Autonomy 2.a, 4.a, 4.b Dismounted Target Acquisition 5.a, 5.b Enable Soldier and Small Combat Teams 1.b, 1.c, 5.a, 5.b 4. WeIntelligence spend too much time and money on STORING, TRANSPORTING, DISTRIBUTING and WASTE HANDLING of consumables (water, fuel, power, ammo and food) to field elements, creating and opportunities for operational disruption. Big Army Problemsexposure that S&T Mustrisks Help Solve Intelligence 9 Small Unit Operational Surprise 3.b, 3.c, 3.d, 3.e, 3.f Precision Collection 3.b, 3.d, 3.e, 3.f Data-toDecision 3.f Holistic Human and Societal Assessment 3.c, 7.a 25 Current Focus: Soldier as the Decisive Edge 5. Soldiers in Small Units have limited capability to integrate maneuver and fires in all environments to create TACTICAL OVERMATCH necessary to achieve mission objectives. 1. There is insufficient FORCE PROTECTION to ensure highest degree of survivability across the spectrum of operations. 2. Soldiers in Small Units (squads/fire teams/crews) are OVERBURDENED (physically and cognitively); this degrades performance and may result in immediate, as well as, long term consequences. 6. Operational MANEUVERABILITY (dismounted & mounted) is difficult to achieve in complex, austere, and harsh terrains and at high OPTEMPO. 3. U.S. Army squads are too often SURPRISED in tactical situations. Soldiers in Small Units lack sufficient timely MISSION COMMAND & TACTICAL INTELLIGENCE to understand where their assets are, who and where the enemy is, who and where non-combatants are and to document and communicate this information to each other and higher echelons. 4. We spend too much time and money on STORING, TRANSPORTING, DISTRIBUTING and WASTE HANDLING of consumables (water, fuel, power, ammo and food) to field elements, creating exposure risks and opportunities for operational disruption. 7. We do not understand WHAT MAKES THE HUMAN TICK in a way that can lead to assured ability to perform operational, high OPTEMPO missions effectively and without 6. Operational MANEUVERABILITY (dismounted & mounted) is difficult to achieve in secondary negative effects. 5. Soldiers in Small Units have limited capability to integrate maneuver and fires in all environments to create TACTICAL OVERMATCH necessary to achieve mission objectives. complex, austere, and harsh terrains and at high OPTEMPO. 7. We do not understand WHAT MAKES THE HUMAN TICK in a way that can lead to assured ability to perform operational, high OPTEMPO missions effectively and without secondary negative effects. Problems listed in no particular order validated by Senior Army Leadership Problems listed in no particular order validated by Senior Army Leadership SOLDIERSASTHEDECISIVEEDGE _Freeman_WAUSA SOLDIERSASTHEDE DECIS CISIVE IVEEEDG DGEE 38 MAINTAINING A EDGE TECHNOLOGY _Donohue_Munitions _Freeman_WAUSAConf

16 Remaining 14 Remaining 14 Next 5 Top 5 Next 5 Top 5 Steps to TECDs TRADOC S&T Challenge Problems # and Challenges Title Army S&T Vectors (cross-walked to S&T challenges) Domains 1b Force Workshop Protection 1-2 June 2011 focused on Soldier & Small Unit Domains Big Issues Training 7 Soldier as the Decisive Edge Broad Engaged over 100 stakeholders from across 3Home Station/Mission Cmd-Centric Accelerate Persistent & Adaptable Training Trng (Build Adaptive Teams & Units) Indiv Learning Tng/Educ. Infrastructure 1c Problem Areas the Force Army to identify Protection critical problems Occupant and Centric Platform 7.b, 7.c 7.b 7.b, 7.c Mission challenges that S&T could solve or Command Network the Common Situational Mission Command 2a meaningfully Overburdened address in the near-term. Physical Burden Mission Command Force Understanding on the Move 3.g 3.a, 3.b 3.a, 3.g Power and 3a 24 Surprise/Tactical Intelligence Mission Command Energy Power and Energy P&E Enhanced Supply Chain Force Health Expeditionary (Sustainment) Focused Mgt Energy Agility Logistics Protection Base Camps (Sustainment) 2.a, 4.b, 6.a 4.a, 4.b 4.a, 4.b 7.d, 7.e 1.a 7d Challenge Statements Human Medical XAssessment & Treatment Counter IED & Counter IED & Mine Enhanced Protection Combat ID Hazard Detection on the Move Mine (Protection) 1a Force Protection Basing (Protection) 1.b, 1.c, 2.a 3.b, 3.d, 3.e 1.d Specific S&T Human Challenge Objectives Programs Soldier Assessment, Readiness, Excessive Cognitive 7b Human Individual Training to Tactical Human Dimension Tasks Load and Resilience Demand Dimension TECDs 2.a, 2.b 7.a, 7.b, 7.c, 7.d 2.b 3b Surprise/Tactical Intelligence Actionable Intelligence Air Integrate Maneuver Scalable Dismounted Target Fires Fires Defense and Fires Effects Acquisition 5.a 1.a, 3.d 5.a, 5.b 5.a, 5.b 4a Sustainability/Logistics Basing Movement & Joint Multi-Role Aviation Unmanned Enable Soldier and Maneuver 5 Jul 2011 ASTAG ASTWG Fall 2011 & ASTAG Movement & Maneuver Capability Ground Autonomy Small Combat Teams 4b Sustainability/Logistics Transport, Distribute & Dispose 6.a, 6.b 2.a, 4.a, 4.b 1.b, 1.c, 5.a, 5.b Intelligence Small Unit Precision Data-to- Holistic Human and 1d Force Protection On the Move (Ground) Intelligence Operational Surprise Collection Decision Societal Assessment 3.b, 3.c, 3.d, 3.e, 3.f 3.b, 3.d, 3.e, 3.f 3.f 3.c, 7.a b Overburdened Cognitive Burden Big Army Problems 3c that S&T Surprise/Tactical Must Help SolveIntelligence Cultural / Linguistic Current Focus: Soldier as the Decisive Edge 24 Army S&T Challenges 3d Surprise/Tactical Intelligence Organic Combat ID Challenge # Challenge Title 1. There is insufficient FORCE PROTECTION to ensure highest degree of survivability across 1b Force Protection Soldier & Small Unit the spectrum of operations. 3e Surprise/Tactical Intelligence Overwatch 1c Persistent Force Protection Occupant Surveillance Centric Platform 2. Soldiers in Small Units (squads/fire teams/crews) are OVERBURDENED (physically and 2a Overburdened Physical Burden cognitively); this degrades performance and may result in immediate, as well as, long term 3a Surprise/Tactical Intelligence Mission Command consequences. 3f Surprise/Tactical Intelligence METT-TC Data/Information/Knowledge 7d Human Medical Assessment & Treatment 1a Force Protection Basing 3. U.S. Army squads are too often SURPRISED in tactical situations. Soldiers in Small Units 7b Human Individual Training to Tactical Tasks lack sufficient timely MISSION 3gCOMMAND & TACTICAL Surprise/Tactical INTELLIGENCE to understand Intelligence Network where their assets are, who and where the enemy is, who and where non-combatants are 3b Surprise/Tactical Intelligence Actionable Intelligence and to document and communicate this information to each other and higher echelons. 4a Sustainability/Logistics Basing 5a Tactical Overmatch Deliver Decisive Effects 4b Sustainability/Logistics Transport, Distribute & Dispose 4. We spend too much time and money on STORING, TRANSPORTING, DISTRIBUTING 1d Force Protection On the Move (Ground) and WASTE HANDLING of 5b consumables (water, Tactical fuel, power, ammo Overmatch and food) to field Targeting/Hand-off 2b Overburdened Cognitive Burden elements, creating exposure risks and opportunities for operational disruption. 3c Surprise/Tactical Intelligence Cultural / Linguistic 5. Soldiers in Small Units have limited capability to integrate maneuver and fires in all 3d Surprise/Tactical Intelligence Organic Combat ID 6a Maneuverability On the Move (Air) environments to create TACTICAL OVERMATCH necessary to achieve mission objectives. 3e Surprise/Tactical Intelligence Overwatch Persistent Surveillance 3f Surprise/Tactical Intelligence METT-TC Data/Information/Knowledge 6. Operational MANEUVERABILITY 6b (dismounted & Maneuverability mounted) is difficult to achieve in Degraded Visual Environment 3g Surprise/Tactical (brown-out) Intelligence Network complex, austere, and harsh terrains and at high OPTEMPO. 5a Tactical Overmatch Deliver Decisive Effects 7. We do not understand WHAT MAKES THE HUMAN TICK in a way that can lead to 5b Tactical Overmatch Targeting/Hand-off 7a Human Strength-based Soldier Characteristic Assessments & Readiness assured ability to perform operational, high OPTEMPO missions effectively and without 6a Maneuverability On the Move (Air) secondary negative effects. 6b Maneuverability Degraded Visual Environment (brown-out) 7c Human Collective Training for Tactical Operations 7a Human Strength-based Soldier Characteristic Assessments & Readiness 7c Human Collective Training for Tactical Operations Problems listed in no particular order validated by Senior Army Leadership 7e Human Trauma Management A 7e Human Trauma Management MAINTAINING A _Freeman_WAUSA _Freeman_WAUSA Generating 24 Army Near S&T Term Challenges S&T Priorities 7 Problems and 24 Challenges? _Donohue_Munitions _Freeman_WAUSA Conf

17 Top 5 Next 5 Remaining 14 Characteristics of Technology Enabled Capabilities Demonstrations (TECD) Warfighter Outcomes TECDs Near-term integrated capability demonstrations predominately 6.3, may have some 6.2 Technology Development Operational Evaluation Continue Development Responsible PEO/PM Or Other mechanism Acquisition PoR Army s Capability Portfolios Technology Demonstration STOP Challenge # 1b 1c 2a 3a 7d 1a 7b 3b 4a 4b 1d 2b 3c 3d 3e 3f 3g 5a 5b 6a 6b 7a 7c 7e 24 Army S&T Challenges Challenge Title Force Protection Soldier & Small Unit Force Protection Occupant Centric Platform Overburdened Physical Burden Surprise/Tactical Intelligence Mission Command Human Medical Assessment & Treatment Force Protection Basing Human Individual Training to Tactical Tasks Surprise/Tactical Intelligence Actionable Intelligence Sustainability/Logistics Basing Sustainability/Logistics Transport, Distribute & Dispose Force Protection On the Move (Ground) Overburdened Cognitive Burden Surprise/Tactical Intelligence Cultural / Linguistic Surprise/Tactical Intelligence Organic Combat ID Surprise/Tactical Intelligence Overwatch Persistent Surveillance Surprise/Tactical Intelligence METT-TC Data/Information/Knowledge Surprise/Tactical Intelligence Network Tactical Overmatch Deliver Decisive Effects Tactical Overmatch Targeting/Hand-off Maneuverability On the Move (Air) Maneuverability Degraded Visual Environment (brown-out) Human Strength-based Soldier Characteristic Assessments & Readiness Human Collective Training for Tactical Operations Human Trauma Management _Freeman_WAUSA 38 Integrated programs across all S&T Integrated solutions/multiple systems Output is a full capability High-level oversight, including TRADOC involvement Current status 9 TECDs approved against Top 10 Goal: ~50% Army S&T BA3 Invested in these programs 17

18 Capability Current Army Modernization Path TRADOC desired Capability Modernizationdriven Capability Increase Army PAM

19 Capability The Rest of the Story Recovered Acquisition Budget Increased Capability Without New S&T Enablers Army PAM

20 Next Steps Get PEO/PM Needs and define a set of programs to meet the highest priority ones Identify technologies that have high potential to Bridge Gaps or Leap Ahead taking advantage of time when Acquisition programs are slowed down due to constrained budgets and define a set of programs to meet the highest priority ones Define a set of priorities for Basic Research and identify challenge statements against which programs can be proposed and approved 20

21 How will we generate Mid-far term S&T Priorities? Programs to Bridge Gaps or Leap Ahead Generate ideas for potential leap-ahead, gap filling, and/or disruptive technologies that lead to new or improved Army capabilities Completed Actions: Drafted and populated initial technology matrix Conducted brainstorming session with SAAL-ZT Structured information to evaluate against criteria Obtain support from stakeholders and leadership in validating needs and priorities Develop high promise moderate risk programs grounded by knowledge and information gained from the understanding of Army needs and pervasive Army problems and technology opportunities Create stepping stones that solve particular technological challenges by capitalizing on knowledge, data and solution sets that may or may not involve hardware solutions Seek the support of industry and academia in identifying potential technology solutions to high priority capability challenges. Execute and monitor status of these programs with the full participation of and in partnership with TRADOC and the Acquisition community in anticipation of potential transition. 21

22 In Summary We are changing the Army S&T business model to be an enduring, sustainable, successful enterprise model We are aligning our strategic planning to the budget processes so that we are more efficient and able to achieve top-down S&T leadership investment focus We are identifying critical Army problems that we can solve in the near and mid-term, using the best talent and skills wherever they exist We are enhancing visibility of Army S&T priorities to provide partnering opportunities to jointly solve problems and enhance our Warfighter capabilities The better we understand our needs and priorities the better able our enterprise will be to give us capability solutions 22

23 Where can you help? Many opportunities and programs available to partner Industry IR&D Army s Rapid Innovation Fund SBIR Program CRADA s Academia Grants 23

24 For More Information Office of the Assistant Secretary of the Army (Acquisition, Logistics and Technology) Army Research & Technology asaaltaie.wordpress.com 24

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