Adapting to Shorter Time Cycles in the United States Air Force Proceedings of a Workshop Series (2021) / Chapter Skim
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4 Workshop Two, Part Two
4 Workshop Two, Part Two
Pages 40-53
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Bezos and his leadership team forecast 3 years into the future, which is difficult given that the Internet business moves at the speed of light. This relates to the challenges of predictive battlespace awareness.
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An expanded technology base needs an expanded talent base as well as a transi tion plan.
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A USAF Captain at Eglin Air Force Base suggested mounting small diameter bomb racks on the wings of the C-130 instead. This innovation was ready to be tested in the air within weeks, but the USAF Engineer Flight Test Center had a tradition of first testing on the ground and would not let the C-130 fly without 2 years and $200 million to develop a flight test tunnel to prove that the bomb would work.
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Hon. Geurts described key actions for success: Identify a mission focus, determine who is accountable, terminate people who cannot perform in the system, implement a performance-to-plan measure, and use data effectively.
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, Commander, United States Northern Command (USNORTHCOM) ; Commander, North American Air Command; Commander, United States Space Command; Commander, USAF Space Command; Commander, Air Combat Command; and Vice Chief of Staff, USAF, emphasized that the key to coping with crisis, rebounding, and charting a way forward is to empower people.
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He depicted the organizational structure on 9/11 as very cumbersome, with too many people sharing responsibilities: the Joint Forces Command; the services that controlled installations, bases, and posts; NORAD; and the National Guard. The National Guard was key to standing up NORTHCOM successfully and has brought the total force together in new ways.
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ADVANCED BATTLE MANAGEMENT SYSTEM Mr. Preston Dunlap, Chief Architect Officer, Assistant Secretary of the USAF (Acquisition, Technology and Logistics)
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That process is too rigid to support the timelines and the pace for quick movement in tight time cycles. Now, there are separate product leads and category leads; there is also an integration execution team, in which the acquisition professionals, security experts, and contracting staff can team across all of the product leads so they can do what they do best while the product visionaries can work with the operators to deliver capabilities without having to spend time thinking about contracts, programs, and finance.
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3 Air Force Warfighting Integration Capability (AFWIC) Strategic Foresight and Futures Branch, 2020, Global Futures Report: Alternative Futures of Geopolitical Competition in a Post-COVID-19 World, https://www.afwic.af.mil/Portals/72/Documents/AFWIC%20Global%20 Futures%20Report_FINAL.pdf?
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. He stressed that one can take stock of a disruptive shift, identify the sources of disruption, compare to history, identify weak signals and emerging trends, and determine how to use data to develop alternative scenarios to understand whether the period is one of rapid growth, decay, or continuation.
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There are also national militaries; the winners and losers become apparent, and the USAF is augmenting commercial supply chains and oversight of production and distribution of goods to prevent rioting. • The "Continued Growth Scenario" is called the "endemic disruption," showing future costs of today's inaction.
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Even though the Global Futures Report does not explore that particular scenario, it considers key technology areas pertinent to the Department of the Air Force.
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He noted that a daily mission focus is critical to creating the conditions for critical thinking.
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She explained that the USAF assumes that a digital transformation will increase speed, but as more communications and databases are added to an organization, the speed of decision making could decrease owing to trust issues, a lack of coordination, or questions about how the work will be completed. In terms of posturing for 2035, Ms.
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