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October 31, 2022 | International, C4ISR

'Secure, survive, strike': The Navy's new approach for cyber dominance

Military members were warned in February that they are targets for cyberattacks amid the Russia-Ukraine war and turbulent Sino-U.S. relations.

https://www.c4isrnet.com/cyber/2022/10/31/secure-survive-strike-the-navys-new-approach-for-cyber-dominance/

On the same subject

  • CEO Q&A: L3’s Chris Kubasik and Harris’s Bill Brown

    October 21, 2018 | International, Aerospace, Naval, Land, C4ISR, Security

    CEO Q&A: L3’s Chris Kubasik and Harris’s Bill Brown

    BY MARCUS WEISGERBER Soon after the companies announced plans to form the world's 7th-largest defense firm, the CEOs rang up for a joint interview. On Sunday, just after L3 Technologies and Harris Corp. announced their planned merger next year, I chatted with CEOs Chris Kubasik and Bill Brown about their plans to form L3 Harris Technologies, which would be the world's 7th-largest defense firm. Here are some excerpts. Q. How did this come together? Brown: Chris and I have known each other for a number of years here, and a lot of it started more socially, not from a business perspective. We work in the same space as complimentary businesses, complementary portfolios. Same [main] customer. You know we realized, given where we stack up in the defence hierarchy, this would be a great potential combination. We've been discussing it through the balance of this calendar year. [It] really picked up steam in the summer and were able to bring it forward here towards middle October. Q. Why a merger rather than an acquisition by one partner? Kubasik: Both companies are quite strong, and we're both on an upswing, and we looked at all the different stakeholders from the customers, the shareholders and the employees. And in our relative size and market value, a merger vehicle seems to be the absolute right way to go here. True partnership, as you've probably seen. 50/50 board. Bill and I have our leadership laid out clearly. It's absolutely the right way to do this. We're quite proud that we're able to pull it off. And I think it's the best way to serve all the stakeholders. Q. Bill is going to be CEO until a transition to Chris in a couple of years. How will that work? And what happens to L3's New York office if the headquarters moves to Florida? Brown: The combination in bringing these two great companies together is going to take a lot of work. So Chris and I will partner on this, in leading the company [and] clearly doing a lot of the integration. We're going to chair the integration committee together. I'll have responsibility for the enterprise functions, and Chris will keep an eye on the ball in what we do operationally in the business segments making sure that through to the integration we don't miss a beat in our growth agenda, meeting expectations of customers, delivering on programs. It's going to be a shared partnership in bringing the companies together. Kubasik: On a combined basis, we have several thousand employees in the state of New York, a lot in Rochester, of course Long Island and the surrounding areas. We got to do to what we believe is best for the business. When you look at the Space Coast of Florida, the 7,000 or so employees and infrastructure in the Melbourne area, it's an easy decision. We'll be transitioning from the headquarters from New York and taking the best of the best and moving to Florida. At some point the Manhattan office will either be significantly scaled down or ultimately closed. Q. Will the combined company divest or combine overlapping sectors? Bill Brown: Very high and complimentary portfolios. So we see very, very, very little overlap. Q. L3 has been on an acquisition spree in recent years. Should we expect more, perhaps in the maritime sphere? Kubasik: Job one is going to be the integration for the first couple years, so there will be very, very few, if any, acquisitions the first couple of years. They would have to be a once-in-a-lifetime opportunity. We're going to focus first and foremost on integrating this company. Once we get this integrated, which is a three-year program, we'll update and modify the strategy as appropriate. Correction: An earlier version of this article misstated the proposed merged company's rank by revenue among global defense firms. This Q&A is part of the weekly Global Business Brief newsletter by Marcus Weisgerber. Find the rest of this week's issue here,and subscribe to get it in your inbox, here. https://www.defenseone.com/business/2018/10/q-ceos-chris-kubasik-and-bill-brown-l3-technologies-and-harris-corps/152135

  • Air Force to install New Mexico-made solar windows

    August 25, 2022 | International, Aerospace

    Air Force to install New Mexico-made solar windows

    New Mexico-made quantum dots will soon be generating solar electricity at Ellsworth Air Force Base in South Dakota under a $750,000 contract awarded to local startup Ubiquitous Quantum Dots.

  • Taxonomie : l’industrie de la défense redoute d’être stigmatisée

    February 3, 2022 | International, Aerospace, Naval, Land, C4ISR, Security

    Taxonomie : l’industrie de la défense redoute d’être stigmatisée

    DÉFENSE Taxonomie : l'industrie de la défense redoute d'être stigmatisée Avec un chiffre d'affaires s'élevant à près de 27 Md€, la filière française de la défense s'inquiète de la possibilité de ne pas être intégrée dans la taxonomie verte. Et les travaux préparatoires à la mise en place d'une seconde taxonomie dite « sociale » n'intègrent pas non plus cette industrie. « Nous nous interrogeons sur la façon dont les acteurs financiers interpréteront ces taxonomies et à son impact, avec des risques d'assèchement des financements vers la filière et des difficultés pour recruter », s'inquiète Guillaume Muesser, Directeur des Affaires Economiques et de Défense du GIFAS. Un risque qui est déjà une réalité. « Depuis deux ans (...), nos adhérents, issus de 17 pays européens nous alertent sur un mouvement en cours au sein des établissements financiers, de plus en plus nombreux à exclure la défense de la liste de leurs investissements », précise Jan Pie, secrétaire général de l'Association des industries européennes aérospatiales et défense (ASD). Sous pression d'ONG et de l'opinion publique, la Deutsche Bank a ainsi décidé d'exclure l'industrie de défense de ses investissements. « Nous sommes inquiets d'une exclusion qui se ferait sur des critères philosophiques, culturels voire idéologiques », affirme Pascal Bouchiat, directeur général finance de Thales. L'inquiétude grandit car le risque d'affaiblissement d'une des industries où l'Europe est encore au meilleur niveau mondial est réel. La filière européenne emploie plus de 462 000 salariés très qualifiés et réalise quelque 120 Md€ de ventes. « Sans défense, il n'y a pas de sécurité ni de souveraineté et donc pas de durabilité », résume Éric Béranger, président du comité défense au sein du Conseil des Industries de Défense Françaises (CIDEF) et patron du missilier MBDA. Le Figaro du 3 février

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