高级制造市场（AMM）

Five Leading Business Strategies for Defense Innovation

经过皮特·莫迪利亚尼（Pete Modigliani）|2019年9月12日|敏捷，，，，Digital，，，，心态

思想家50is a leader in identifying, ranking, and sharing extraordinary management and business thinking. If you haven’t seen their site and annual awards, it’s definitely worth browsing to learn from some of the world’s most brilliant business thinkers.

MIT Sloan published an article profiling（麻省理工学院）思想家的50名提名人的五个主要业务见解。鉴于政府和战争的独特方面，国防部不能像企业那样运行，但这些思想家的一些关键见解适用于国防收购和行动。

Insight 1: Platforms optimize value creation

当今成功的企业不仅提供高质量的产品或服务 -they create platforms在高价值交流中连接生产者和消费者。作为帕克，范·阿尔斯汀（Van Alstyne）和他们的同事Sangeet Paul Choudary在他们的书中写道平台革命，”像Airbnb和Uber这样的公司从信息和互动中获利。投资平台可以使公司可以在双面市场上连接消费者和提供商。

国防部已经生产了专业系统几十年来，但是有多少个真正的平台？数十亿美元用于复杂的航空母舰和第五代战斗机，但它们经常是封闭的系统struggle to communicate with related systems。陆军试图将太多的地面车计划分组为单一的未来战斗系统（FCS）计划，该计划在花费19b美元后被取消。FCS拥有最大的取消国防部计划在历史上。同时，多功能60-year old C-130s是成功的国防部平台生成一系列飞机来解决不同任务的一个很好的例子。

国防部试图开发平台和系统系统，，，，it isn’t structured to do so. DoD’s requirements, acquisition, and budget systems are still very program-centric. DoD captures requirements via JCIDS程序文件，预算是通过程序elements, and程序建立办事处以根据批准的收购执行程序基线。这第809节面板(disclosure, which I supported) strongly advocated for a broaderportfolio管理Big-A获取的管理方法（要求，收购和预算）。快速有效地提供综合功能套件，国防部需要重新考虑核心大A结构，过程和当局。

国防部的收购，技术和运营社区必须继续设计平台，以优化杀伤力和任务影响。每个战斗域（陆地，海洋，空中，空间和网络空间）必须利用一组核心平台（副主要系统）。如果国防部可以有效地围绕一组核心开放平台，，，，they can minimize vendor lock, accelerate tech insertion of innovative solutions across a broader industry base, and strengthen alliances with International partners. This enables the U.S. and its Allies to stay ahead of emerging threats and deliver capabilities at the speed of relevance.

In traditional business models, companies controlled the factors that led to their success. Parker and Van Alstyne argue that today’s successful companies have upended that model, withvalue creation coming from sources outside the company’s control.例如，Google和Apple依靠外部开发人员的生态系统，这使公司可以更快地扩展并获得奖励。结果是从内部生产到外部编排。

这one area where DoD has the greatest opportunity for speed, agility, and innovation is in software. The Defense Innovation Board, chaired by former Google CEO, conducted a comprehensiveSoftware Acquisition Practice study解决国防系统中最关键的风险和机会。他们的主要建议之一包括：“需要访问源代码，软件框架和开发工具链（具有适当的IP权限），以适当的IP权限，以实现DOD特定的代码，从而从源中实现完整的安全测试和重建二进制文件。”国防部无法将其系统的总承包商置于新功能上。如果每个计划执行官（PEO）设计了功能的平台，可以贡献一系列传统和非传统供应商，则增长可能是指数级的。

“为了建立生态系统，平台赞助商经常采用模块化技术，并鼓励合作伙伴在竞争市场中提供下游补充。”Congress mandated a Modular Open Systems Approach (MOSA)to major weapon system platforms and components, yet the prime contractors’ business model incentivizes them to resist and subvert MOSA. There is an opportunity for a prime contractor, or disruptive new entrant, to develop a new business model around an open platform. Identify a model where they can generate more revenue and profit when other companies and government users develop capabilities on its platform. Dr. Griffin, USD(R&E) is aggressively pursuing research in10个领先的技术领域to assess and engage an array of partners to modernize DoD. TheDefense Innovation Unit (DIU)scouts and contracts with leading tech companies to solve defense problems.

In warfare, agility is the key to success.这国防战略亮点：“培养致命的，敏捷的力不仅需要
新技术和姿势变化；这取决于我们的战士和部门劳动力的能力，可以整合新的能力，适应战斗方法并改变商业实践以取得成功。”

Similarly in defense acquisition, agility is key to success. USD(A&S) Ellen Lord’sAdaptive Acquisition Frameworkand收缩锥outline dynamic arrays acquisition pathways and contracting strategies. We’ve championed敏捷software development多年来，DOD多年来，量身定制过程和文化，使较小的，频繁的交付能够响应运营，威胁，技术和用户优先事项的变化。利用政策，优先权和合作伙伴关系是有效实施变更的关键。

DoD的数字转变为我的白鲸已有20多年了。看Digital Defense Acquisition 2024for the latest vision on what a high performing digitally charge enterprise could do to enable military superiority for decades. Acquisition professionals and industry require a新的数字策略套件and tools to navigate the complex environment with greater speed and agility. Harnessing the collective knowledge of the acquisition workforce (and industry) to devise acquisition strategies and execute programs across each phase of the acquisition lifecycle. Digital strategies enable greater workforce productivity, accelerated delivery, and higher probability of success. These allow acquisition professionals to navigate the complex environment with speed and success to regularly deliver capabilities users value for mission impact.

格雷格森（Gregersen）关于领导力的研究表明提出问题的力量。创新的领导者认识到，即使他们可能不舒服，他们可能处于孤立的立场并制定有意的策略来解决这个问题。一个很好的例子：一个问题爆发，格里格森的method of sitting through a series of rapid-fire questions不提供答案。格雷格森建议，专注于问题而不是答案提供了一种新的，不太熟悉的镜头，以探索问题并导致更好的头脑风暴。领导者还应针对“催化性问题”，这将障碍物解散为创造性思维，并引发对解决方案的追求。

Successful acquisition programs and leaders regularly question requirements, strategies, and solutions. Given the decade or longer it can take from needs to deliver solutions, many things can change in operations, threats, technologies, budgets, risks, and more. While you have an approved JCIDS requirements document, is it still what the users need 5-10 years later? Are there new technologies and commercial solutions that offer greater performance and/or reduces costs from our current design? As you present your program at a major milestone, have you thought through how to maintain competition across the lifecycle, address security and sustainment in your design, and ensured an open approach to rapidly integrate new technologies in the future?Miter的创新工具包提供一套工具来指导解决问题，以确保您设计正确的东西并正确设计正确的东西。

对于收购领导者和从业人员阅读本文，您在应用这五个见解时会看到什么挑战和机会？

0评论

提交评论Cancel reply

Disclaimer:这里表达的意见仅是作者的意见，并不代表Miter Corporation或其赞助商的立场。manbetx客户端首页

高级制造市场（AMM）

Five Leading Business Strategies for Defense Innovation

0评论

提交评论Cancel reply

先前的帖子

订阅我们的新闻万博下载包