Transcript Meeting the Transition Challenge PowerPoint

SPAWAR CTO:
Meeting the Transition Challenge
Dr. Roger Boss – for Rob Wolborsky
CTO and 7.0 S&T National Lead
17 Nov 2010
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Team SPAWAR ORG Chart
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Three Hats Worn by the SPAWAR CTO
 Enhance Science and
Technology (S&T)
development across Budget
Activities (BA 1 – 3)
7.0
Competency
National Lead
 Facilitate timely, efficient, and
effective technology transition
into acquisition programs
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17 Nov 2010
TEAM
SPAWAR
CTO
Interrelated and
Inter-Dependent
efforts in support of
Technology
Development and
Transition
 Manage S&T Forecasting,
Assessment and Transition
competency. Provide
oversight of the Command's
Experimentation, S&T, SBIR,
ORTA, International, and
Outreach Programs
Dir. S&T
SSC PAC
 Monitor the total S&T workload
demand signal and manage to
projected workforce
requirements
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Imperatives to Success
▼ Champion innovation, build value, increase intellectual capital
▼ Contribute to strategic guidance by identifying the role specific
technologies will play in the future growth of the organization
▼ Forge robust external partnerships with S&T communities in industry,
academia, and government
▼ Transition technology into Naval capabilities rapidly, affordably and
efficiently
Leveraging technology is the key to both force modernization and transformation to
preserve the decisive U.S. advantage across the range of military operations.
Naval Transformation Roadmap
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SPAWAR Commander’s Perspective on S&T
▼ Key stakeholders outside of SPAWAR don’t understand our
vision for S&T
 Don’t immediately recognize the value
 Need the “SPAWAR Decoder Ring”
▼ Need more Warfighter involvement in defining Navy Information
Dominance (ID) set of priorities
▼ Not enough S&T transitions to the Acquisition Community
 Valley of Death (VOD)
▼ S&T that transitions does not transition fast enough
 C2RPC
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SPAWAR Commander’s Tasking
Letter (10-006)
▼ COMSPAWAR’s Tasking to CTO
 Conduct an S&T assessment to identify technology gaps to guarantee ID
capabilities into the future
 Conduct a Systems Center S&T assessment focused on workforce,
facilities and technical core competency to meet demand for ID
 Develop and implement strategy for S&T development of ID capabilities
across naval platforms and SYSCOMs
 Identify a more coordinated process for technology development,
engineering and transition. Show how S&T feeds into E2C within the 5.0
competency
 Report on what is/is not working, barriers, programs/project to terminate,
resources needed to accelerate promising programs
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SBIR
▼ $40M program to promote Research and Innovation in
areas of interest to Team SPAWAR.
▼ 71% of Team SPAWAR SBIRs transition (Navy measure)
 Highest in all of Navy
 Navy leads DoD
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International Efforts
▼ Leverage, partner with, and obtain technologies from;
foreign R&D academia, industry and government agencies
▼ Promote and foster International cooperative activities,
initiatives, and relationships
▼ Provide input to NIPO for development of their web based
KM system as tool for id of capability gaps, etc.
▼ Research countries that may be potential partners for new
C4 Annexes
▼ Promote the IEP program with SSC LANT, USMC, JPEO
JTRS, ONR-G and other C4 program offices
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Business Portfolios
Navy Emergency Response Management System (NERMS)
NERMS Single Region Configuration
▼ Discovery and Invention
▼ Transport and Computing
Infrastructure
▼ Integrated Cyber Operations
Capability
NERMS Overview
▼ Decision Superiority
▼ Business and Force Support
▼ Information Dominance
▼ Production, Installation and
In-Service Support
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Take Aways
▼ Develop an S&T Vision for Information Dominance
 Move the walls of the VOD closer (Crevice of Death)
 Take Acquisition process and back it up to S&T
▼ Develop a prioritized set of Information Dominance objectives
▼ Leverage the best solutions from Government, Industry,
Academia, form both the U.S. and around the world at the speed
of technology
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Questions
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