Welcomes Small Business Industry Conference Command Overview Mr. Philipp Charles Technical Director

1. Welcomes Small Business Industry Conference Command Overview Mr. Philipp Charles Technical Director

2. Newly-Formed “Team Atlantic” 2

3. What We Do 3 Established by Navy as Working Capital Fund to reinvest Navy/Customer dollars, leveraging expenses to increase capability C4ISR solution bought once, applied where needed, free to others Leveraging Tapped broad customer base to significant leverage customers and projects Stretched customer $’s, provided speed to capability, operational interoperable response Re-use of Government owned software such as JCAF, MIDAS, Desperado and Falcon View lower recurring costs of systems Established by Navy as Working Capital Fund to reinvest Navy/Customer dollars, leveraging expenses to increase capability C4ISR solution bought once, applied where needed, free to others Leveraging Tapped broad customer base to significant leverage customers and projects Stretched customer $’s, provided speed to capability, operational interoperable response Re-use of Government owned software such as JCAF, MIDAS, Desperado and Falcon View lower recurring costs of systems

4. Strategic Values For our mission sponsors - Enhance current and future readiness by delivering ready-for-tasking solutions relevant to Naval, Joint and National Peacekeepers and by delivering each solution on time and within budget. For our customers - Meet customer expectations by delivering agree-to solutions on time and as we do perform consistently as an ‘easy-to-do-business-with’, long term partner. For America’s taxpayers - Create engineering solutions that optimize systems engineering life cycle costs and serve as responsible stewards of the vast resources that have been entrusted to us. 4 We have established a well-balanced portfolio of 25 strategic objectives to enable these outcomes. Each objective is summarized in the pages that follow. Each objective draws upon our culture that brings ‘All Hands’ on deck, 24 x 7 x 365 in connecting our competencies, capabilities and partnerships to achieve our 2013 vision.We have established a well-balanced portfolio of 25 strategic objectives to enable these outcomes. Each objective is summarized in the pages that follow. Each objective draws upon our culture that brings ‘All Hands’ on deck, 24 x 7 x 365 in connecting our competencies, capabilities and partnerships to achieve our 2013 vision.

5. Critical Path for Naval & Joint Forces 5

6. Areas of Expertise 6

7. Demand Signal 7

8. COCOM’s Supported USAFRICOM USCENTCOM USEUCOM USSTRATCOM USTRANSCOM USSOUTHCOM USNORTHCOM USJFCOM USSOCOM Combatant Command (COCOM) Support Efforts 8 CFC-A JOC: A new, state-of-the-art command center is coordinating the operations of allied forces in Afghanistan. It provides officers with enhanced connectivity and situational awareness and features a specially built network to share sensitive coalition data. A large on-site staff of liaison officers helps speed inter-organizational information sharing and decision making, allowing for more rapid and streamlined operations. JTWS AN/ASD-3 Joint Threat Warning System-Air (JTWS-Air): The JTWS-Air variant provides an enhanced electronic surveillance and tactical SIGINT collection capability onboard Air Force Special Operations Command (AFSOC) aircraft. JTWS is the umbrella SIGINT program for US Special Operations Command (USSOCOM) that provides threat warning, situational awareness and force protection for Special Operations Forces deployed worldwide. CFC-A JOC: A new, state-of-the-art command center is coordinating the operations of allied forces in Afghanistan. It provides officers with enhanced connectivity and situational awareness and features a specially built network to share sensitive coalition data. A large on-site staff of liaison officers helps speed inter-organizational information sharing and decision making, allowing for more rapid and streamlined operations. JTWS AN/ASD-3 Joint Threat Warning System-Air (JTWS-Air): The JTWS-Air variant provides an enhanced electronic surveillance and tactical SIGINT collection capability onboard Air Force Special Operations Command (AFSOC) aircraft. JTWS is the umbrella SIGINT program for US Special Operations Command (USSOCOM) that provides threat warning, situational awareness and force protection for Special Operations Forces deployed worldwide.

9. Competency Aligned Organization (CAO) 9

10. Integration of Government Engineering and Industry Solutions 10

11. 21st Century Characterized by Uncertainty and Risk Increasing number and diversity of simultaneous missions Limited resources US embracing “waging peace”, growing influence of information operations Joint/OGA/NGO/Coalition 11

12. Viewpoints to Consider 12 We need to keep everyone’s viewpoint in mind as we’re engineering an end to end solution to this vision. The ability to see these tactical and operational challenges as the Warfighter sees them is called a viewpoint. Understanding this viewpoint is key to understanding the Warfighter’s business process, and is a critical step in the engineering process that often gets overlooked when developing technology solutions. A key point here is that these Warfighter business processes extend across multiple databases, systems and displays. And therefore, so should the viewpoint of the systems engineer who is responsible for delivering interoperable technology solutions to the Warfighter. The systems engineer balances functionality, performance, interoperability, and cost to deliver capability. But system engineers who do not understand the Warfighter’s end-to-end business processes cannot deliver optimal end-to-end capability. Instead they often introduce technology solutions that improve only their small part of the problem; but which may not behave optimally in concert with the other technology components. We need to keep everyone’s viewpoint in mind as we’re engineering an end to end solution to this vision. The ability to see these tactical and operational challenges as the Warfighter sees them is called a viewpoint. Understanding this viewpoint is key to understanding the Warfighter’s business process, and is a critical step in the engineering process that often gets overlooked when developing technology solutions. A key point here is that these Warfighter business processes extend across multiple databases, systems and displays. And therefore, so should the viewpoint of the systems engineer who is responsible for delivering interoperable technology solutions to the Warfighter. The systems engineer balances functionality, performance, interoperability, and cost to deliver capability. But system engineers who do not understand the Warfighter’s end-to-end business processes cannot deliver optimal end-to-end capability. Instead they often introduce technology solutions that improve only their small part of the problem; but which may not behave optimally in concert with the other technology components.

13. Technology’s Transformation Barrier 13 We’re not going to get true benefit from information sharing unless the technology we implement also enables organizational and process innovation. Transformation Required As discussed earlier, information sharing is one key principle of NCW and FORCEnet; however this figure argues that transformation is required to achieve the highest level of warfighting benefit. Sharing more information due to technology innovation alone will not provide the required transformation. So the question becomes, can this problem be approached from a different perspective—from above the transformation line rather than from below? Adapted from Gartska and VADM Art Cembrowsky Brief We’re not going to get true benefit from information sharing unless the technology we implement also enables organizational and process innovation. Transformation Required As discussed earlier, information sharing is one key principle of NCW and FORCEnet; however this figure argues that transformation is required to achieve the highest level of warfighting benefit. Sharing more information due to technology innovation alone will not provide the required transformation. So the question becomes, can this problem be approached from a different perspective—from above the transformation line rather than from below? Adapted from Gartska and VADM Art Cembrowsky Brief

14. Decision Maker as Force Multiplier Most advanced weapon is useless if employed against wrong target or at wrong time Move to net-centric driven by operator demand to get access to ALL the data - run risk of increasing information overload Technology issues (Under the hood): Migration to net-centric systems, Need automated workflow, agents, knowledge management, automated decision aids 14 Ultimately all the technologies/systems/etc are about helping the decision maker to make good decisions quickly in multiple different environments. Ultimately all the technologies/systems/etc are about helping the decision maker to make good decisions quickly in multiple different environments.

15. Operational Benefit Metrics for Decision Maker 15 This is focused on the “measure” piece of the puzzle…if helping the decision maker to make decisions is important, then we need to use that as the measure that shows how effective our DOTMLPF solutions really are. We will measure the decision maker’s ability to make decisions and perform the appropriate Course of Action (COA), and the ability to dynamically integrate and innovate process/organizational structures Needed: A Test Strategy Based on FORCEnet Principles   To fully realize the promise of FORCEnet, a new test and engineering strategy is needed. There should be an emphasis on measuring processes, organizations and the decision maker where all the nodes can be viewed and compared, visualizing and automating routine information that is important to making tactical decisions; a thorough and methodical approach to meet fleet needs. In this context, a greater focus on human performance and the human system interface is required at the front end and during validation. By implementing this test strategy focused on instrumenting the human decision maker in-the-loop and his processes, a determination can be made up front whether a given technology will lock the Warfighter into hard wired processes, or conversely, provide desired transformational benefits to enable a Global Maritime Strategy with a larger use of coalition forces. Navy experimentation already looks at some of these areas, but the Navy’s lab infrastructure should be used since they offer the advantages of repeatability, measurability and reproducibility.   By refocusing on process and organizational innovation for the art of command and control, vice technology innovation, we can develop a new approach that will measure C2 improvements in all mission areas, traditional and non-traditional. This strategy can provide better direction in our use of resources and in turn, direct us towards the right technologies to invest in. This is focused on the “measure” piece of the puzzle…if helping the decision maker to make decisions is important, then we need to use that as the measure that shows how effective our DOTMLPF solutions really are. We will measure the decision maker’s ability to make decisions and perform the appropriate Course of Action (COA), and the ability to dynamically integrate and innovate process/organizational structures Needed: A Test Strategy Based on FORCEnet Principles   To fully realize the promise of FORCEnet, a new test and engineering strategy is needed. There should be an emphasis on measuring processes, organizations and the decision maker where all the nodes can be viewed and compared, visualizing and automating routine information that is important to making tactical decisions; a thorough and methodical approach to meet fleet needs. In this context, a greater focus on human performance and the human system interface is required at the front end and during validation. By implementing this test strategy focused on instrumenting the human decision maker in-the-loop and his processes, a determination can be made up front whether a given technology will lock the Warfighter into hard wired processes, or conversely, provide desired transformational benefits to enable a Global Maritime Strategy with a larger use of coalition forces. Navy experimentation already looks at some of these areas, but the Navy’s lab infrastructure should be used since they offer the advantages of repeatability, measurability and reproducibility.   By refocusing on process and organizational innovation for the art of command and control, vice technology innovation, we can develop a new approach that will measure C2 improvements in all mission areas, traditional and non-traditional. This strategy can provide better direction in our use of resources and in turn, direct us towards the right technologies to invest in.

16. Our Focus Speed to Capability Systems Engineering Responsiveness Innovation & Experimentation 16

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