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  July 15, 2019 | International, Aerospace

  Can commercial satellites revolutionize nuclear command and control?

  By: Nathan Strout The rapid growth of commercial space makes the use of non-government satellites for nuclear command and control increasingly tempting, according to one official. During a speech June 26, Air Force Chief of Staff Gen. David Goldfein said that the service — which oversees both the United States' ground-based intercontinental ballistic missiles, as well as strategic bombers capable of delivering nuclear warheads — was open to the idea of using private sector satellites. “Whether it's Silicon Valley or commercial space, there's unlimited opportunities ahead right now for us in terms of how we think differently on things like nuclear command and control,” said Goldfien. “I, for one, am pretty excited about it.” The military has increasingly turned to the commercial sector to expand its capabilities more cost efficiently. For instance, the National Reconnaissance Office — the agency in charge of the nation's spy satellites — announced that it was looking to expand the amount of satellite imagery it buys from commercial companies. The Air Force has also expressed interest in developing a hybrid architecture for satellite communications, which would see war fighters able to switch between commercial and military satellites as they move through coverage areas. According to Goldfein, there's no reason that commercial capabilities could not similarly be applied to nuclear C2. “The work that we're doing in connecting the force and building a network force around the services in the conventional side has equal applications to the nuclear command and control side, because at the end of the day what we need is resilient capable architecture that keeps the commander in chief connected,” said Goldfien. “So one of the areas that I think we're going to be able to leverage significantly is the rapid and exciting expansion of commercial space in bringing low-Earth orbit capabilities that will allow us to have resilient pathways to communicate.” Currently, the military relies primarily on the Advanced Extremely High Frequency System for the nuclear sector. With four satellites in orbit and a fifth to be launched later this month, AEHF provides highly secure, anti-jamming communications for the military and national leaders like the commander in chief. It wasn't clear in Goldfein's comments whether he was interested in using commercial capabilities to augment, replace or work as a backup to AEHF and other military satellite systems. He did note that the sheer volume of satellites in some commercial constellations provides increased survivability for the network. “We want to get to a point both in conventional and unconventional, or conventional and nuclear, where if some portion of the network is taken out, our answer ought to be, ‘Peh, I've got five other pathways. And you want to take out 1,000 satellites of my constellation, of which I have five? Knock yourself out.' That's what I see is going to be a significant way that we're going to be able to leverage,” said Goldfein. The possibility of lowering costs is another major incentive to turning to the commercial sector to begin providing the communications necessary. “What we want to eventually get to is the reversal of the cost curve. Right now it actually costs us more to defend than it takes to shoot. And we want to reverse that so it actually costs them more to shoot than it takes for us to defend,” explained Goldfien. Goldfein pointed to commercial launches as an area where competition had helped drive down costs. “Increased access to affordable launch and smaller payloads that are more capable has caused this rapid expansion of commercial capabilities in space,” he said. “That may be one of the most exciting developments that we have going forward, because industry is going to help us solve many of these problems.” https://www.c4isrnet.com/battlefield-tech/c2-comms/2019/07/12/can-commercial-satellites-revolutionize-nuclear-command-and-control/

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  July 28, 2020 | International, Aerospace, Naval, Land, C4ISR, Security

  We know why innovation is important. Here’s how to do it.

  Tommy Sowers This month, thousands of units across all branches of the U.S. military will execute a change of command. New commanders will seek to set priorities for their command and leave their mark. However, commanders are asked to do something new: innovate. From the National Defense Strategy to the Army Operating Concept that states innovation “is critical” and defined as “the result of critical and creative thinking and the conversion of new ideas into valued outcomes,” why the military must innovate is doctrine. Yet, there is no playbook for how to innovate. Until now. For the past two years, an Air Force wing built an innovation playbook — leadership, buy-in, experimentation and speed. Leadership In July 2018, Col. Donn Yates took command of the 4th Fighter Wing. An intellectual and warrior, he wanted, and was directed, to be more innovative. He knew that the challenges he and the Air Force would face in the future — from fighting when satellite communications capabilities were down, to using data to predict parts failure, to using social media to communicate during a hurricane — were new, with no available checklist and playbook. He set out to develop one and make innovation a priority. A few weeks after taking command, he hosted me to discuss innovation. As the southeast regional director for the Defense Department's National Security Innovation Network, I helped lead the department's innovation efforts across the region. NSIN's mission is to help commanders innovate by tapping into new networks of innovators in the venture technology and academic space to deliver solutions. As a former Green Beret, venture-backed startup CEO and professor at Duke University, I speak the languages of these three different communities. Buy-in He immediately requested one of our programs — a Design Bootcamp — bringing professors from University of California, Berkley to train his innovation team in design thinking. The concepts are different than military thinking — talk with end users to understand their problems; create minimal viable products, or MVP, to solve their problems; test those MVPs and collect data; and use that data to develop better solutions quickly. Col. Yates had the teams work a problem that bedevils commanders across Air Force bases — the long wait times at the pharmacy. The trainers broke the 28 trainees into four-person teams, who camped out at the pharmacy interviewing pharmacists, staff, airmen and retirees. At the end of the week, the teams proposed solutions, from self-serve kiosks to mobile clinics to text notifications. Six months later, pharmacy wait times were down more than 50 percent and those trained teams could apply the same thinking to other problems. Experimentation with new problem solvers New ways of thinking are just the start. Moving from idea to an actual product that the military can use is difficult. While our military hardware remains the best in the world, the software running our military is woefully inadequate. As the chair of the Defense Innovation Board and former Google CEO Eric Schmidt stated: “The DoD violates pretty much every rule in modern product development.” And with virtually no positions for app developers and data scientists within any Department of Defense operational unit, getting solutions means tapping into new communities of problem solvers. Seymour Johnson Air Force Base sits 35 miles from the Research Triangle, one of the leading startup centers in the nation and host to 50,000 students. Could we tap into these problem solvers for a limited tour of duty to build solutions and serve their country? One of NSIN's programs is a university course called Hacking for Defense, or H4D. Delivered at Duke and universities across the nation, H4D teaches teams of students to build a startup to solve a DoD problem. Col. Yates' wing sponsored multiple H4D problems — from using data to predict F-15 part failure to developing new procedures to allow distributed forces to communicate in a SATCOM-denied environment, to an app for optimizing Reserve drill weekends. Working with new problem solvers takes tolerance and openness to new ideas. These teams, beginning with little knowledge of the military, ask first-principle questions. Yet, after 100-plus end-user interviews and working through multiple prototypes, these students become world experts on the specific problems and the likely solutions. Many go on to join the DoD. NSIN is now putting problems in H4D, tech fellowships called X-Force and courses at universities around the nation. These programs use product teams to craft better social media strategies, data dashboards and apps to fill critical needs. (If you are military and need solutions now, you can submit your problem here.) Speed The most important attribute in a venture-backed startup is speed. So, too, for the modern military. In testimony, a former undersecretary of defense stated: “Innovation will remain important always, but speed becomes the differentiating factor.” Two years of command can fly by. Unless new commanders make innovation not only a priority but also commit to do something now, the deployments, requirements and taskings of running any military unit will subsume any desire to innovate. A month after our first meet, Col. Yates brought 30 airmen to Duke to hear from entrepreneurs and academics. The next month, he sent a half-dozen leaders to learn how to work with university teams and carved out the training time for the Design Bootcamp. The following year, he sponsored two H4D teams and an X-Force fellow. This year, we've seen four H4D teams, more X-Force product teams and another boot camp. None were perfect. All could have been delayed. But the 4th Fighter Wing prioritized speed and innovation. The innovation playbook The military knows why it must innovate. The next conflicts will require not only the best hardware, but also a force that rapidly converts new thinking to outcomes; a force that can tap into the wealth of talent in America that will never wear a uniform but want to apply their entrepreneurial and technical skills to solve national security problems. The how — the things new commanders must do to innovate — has been opaque. Now, with the leadership, buy-in, experimentation and speed of the 4th Fighter Wing as an example, there is an innovation playbook. https://www.c4isrnet.com/opinion/commentary/2020/07/27/we-know-why-innovation-is-important-heres-how-to-do-it/

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  February 20, 2018 | International, Land, C4ISR

  Rheinmetall-led consortium wins first European research contract

  FRANKFURT, Feb 19 (Reuters) - A consortium led by Rheinmetall has won the first contract relating to European Union defence research financed by the EU's European Defence Union, the German company said on Monday. The consortium will conduct studies into what could become EU-wide standardized soldier systems, including electronics, voice communication, software and sensors, it said. The other members of the consortium are Indra and GMV Aerospace and Defence of Spain, Leonardo and Larimart of Italy, the Netherlands Organization for Applied Scientific Research TNO, Poland's iTTi, the Portuguese company Tekever ASDS and SAAB of Sweden. (Reporting by Maria Sheahan, editing by Louise Heavens) https://www.reuters.com/article/rheinmetall-europe/rheinmetall-led-consortium-wins-first-european-research-contract-idUSFWN1Q902H