International interest growing for Army’s battle command system

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  5 mai 2021 | International, C4ISR, Sécurité

  Comtech Telecommunications Corp. Awarded $6.5 Million of Funding for Cyber Training Solutions

  The contract has been funded $76.3 million to date.

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  20 août 2019 | International, Autre défense

  A robot as slow as a snail ... on purpose

  By: Kelsey D. Atherton Snails and slugs are so commonplace that we overlook the weirdness of how they move, gliding on a thin film across all sorts of terrain and obstacles. Popular imagination focuses on how slow this movement is, the snail defined by its pace, but it is at least as remarkable that the same mechanism lets a snail climb walls and move along ceilings. The movement is novel enough that there is now a snail-inspired robot, sliding across surfaces on an adhesive membrane, powered by a laser. The snail robot, produced by a joint research team at the University of Warsaw Poland, together with colleagues from Xi'an Jiaotong-Liverpool University in Suzhou, China, created a centimeter-long robot powered by light. The research, published July in Macromolecular Rapid Communications, sheds new insight on how animals move in the wild, and on how small machines could be built to take advantage of that same motion. Why might military planners or designers be interested in snail-like movement? The ability to scale surfaces and cling to them alone is worth study and possibly future adaptation. There's also the simple efficiency of a creature that maneuvers on a single, durable foot. “Gastropods' adhesive locomotion has some unique properties: Using a thin layer of mucus, snails and slugs can navigate challenging environments, including glass, polytetrafluoroethylene (PTFE, Teflon), metal surfaces, sand, and (famously) razor blades, with only few super-hydrophobic coatings able to prevent them from crawling up a vertical surface,” write the authors. “The low complexity of a single continuous foot promises advantages in design and fabrication as well as resistance to adverse external conditions and wear, while constant contact with the surface provides a high margin of failure resistance (e.g., slip or detachment).” Snails can literally move along the edge of the spear unscathed. Surely, there's something in a robot that can do the same. The small snail robot looks like nothing so much as a discarded stick of gum, and is much smaller. At just a centimeter in length, this is not a platform capable of demonstrating much more than movement. The machine is made of Liquid Crystalline Elastomers, which can change shape when scanned by light. Combined with an artificial mucus later formed of glycerin, the robot is able to move, climb over surfaces, and even up a vertical wall, on a glass ceiling, and over obstacles, while it is powered by a laser. It does all of this at 1/50th the speed a snail would. This leaves the implications of such technology in a more distant future. Imagine a sensor that could crawl into position on the side of a building, and then stay there as combat roars around it. Or perhaps the application is as a robot adhesive, crawling charges into place at the remote direction of imperceptible light. Directing a robot into an unexpected position, and having it stay there with adhesive, could be a useful tool for future operations, and one that would be built upon research like this. The robot may be comically slow now. The pace of the technologies around it is not. https://www.c4isrnet.com/unmanned/robotics/2019/08/19/do-snail-robots-foreshadow-the-sticky-grenades-of-the-future/

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  11 février 2021 | International, C4ISR

  Urgently needed: Tech-savvy defense leaders

  By: Nate Ashton Defense priorities are shifting toward emerging technologies at an unprecedented pace, but still not fast enough to keep America ahead of potential adversaries. We need to hit the accelerator by drastically increasing the tech savviness of defense leaders. The defense establishment is better at this than it used to be. We've seen a rapid expansion of new authorities and programs to drive tech innovation since Pentagon leaders started talking about the “third offset” in 2014. The 2021 National Defense Authorization Act continues that trend, establishing a national cyber director position, elevating the Joint Artificial Intelligence Center, and calling for open-systems architecture and API usage in some key programs. But we will not keep our current military superiority through these kinds of incremental changes alone. We need a radical shift in how the Department of Defense does business. Any organizational transformation starts with the right leadership. This is doubly true in government, where the bureaucracy is built to maintain the status quo and avoid risk to guarantee continuity of operations and effective stewardship of taxpayer dollars. But understanding where risk and opportunity lies — in areas from cybersecurity to agile procurement — is now much more important than knowing how to manage a major, multibillion-dollar weapons system procurement. The Biden administration and Defense Secretary Lloyd Austin should start by filling key acquisitions and management roles with leaders who have experience in the tech or venture sector, or have a record of disruptive innovation within the DoD itself. These people must bring both an understanding of the current tech landscape and a willingness to back the innovators under them. Without a clear, top-down mandate to disrupt the status quo, nothing will change. The new administration should also make it a priority to heed the advice of defense and technology advisory boards. Oftentimes leaders who have spent their careers in tech, venture, and private research and development may be unsuited for full-time government positions, yet bring invaluable perspective and expertise. The Biden administration should continue and accelerate the work already being done to implement the Defense Innovation Board's recommendations for training and software acquisition and the Cyberspace Solarium Commission's recommendations for security. More than identifying useful, new technologies, defense leaders must transform culture and skills at all levels of the DoD to operationalize tech innovation. The hardest part of driving change in a big organization is not recognizing the end goal nor setting policies to get there, but rather operationalizing it at all levels across the millions of active-duty, civilian and contractor personnel doing the day-to-day work. This will take massive investments in training the existing workforce, strengthening the pathways between defense and the national tech and venture ecosystems, and changing processes to enable and incentivize new ways of doing business. The DoD needs to make aggressive investments in the near term. In the near term, defense leaders should: Train all DoD personnel on emerging technology. The need for these types of knowledge across the DoD simply can't be met by existing resources, which is why Dcode has worked with the Defense Acquisition University, AFWERX and others to equip defense leaders to innovate like a startup, evaluate tech like an investor and understand the emerging tech landscape. Provide advanced training and specialization on commercial tech procurement and software procurement for contracting and information security personnel. Today's purchases are best-value decisions that require true subject matter expertise to scope problem sets, assess the best solutions and bring those solutions in. In contracting, the practice of rating bids based on meeting rigid requirements and competing on price alone simply does not work. In security, moving from compliance-based to risk-based approaches will require a massive influx of technical talent and training. Expand, promote and incentivize industry exchange programs both ways: pulling in private sector talent, and sending the DoD's talent on loan to the tech and venture industry. Fund and empower tech innovation hubs. Some of the biggest successes in recent years have come from newer innovation hubs and centers of excellence that are proliferating across agencies and programs. Efforts like these should be encouraged to both replicate best practices from existing hubs that have seen success, seeded with funding to try new things, and matured into programs of record as their business model proves out. One need only look at the significant measurable outcomes that the Defense Innovation Unit and AFWERX have driven in recent years, with a relatively minimal amount of resources, to see that they are only just beginning to scratch the surface. Driving internal disruption at scale will take an exponential increase in the number of people and amount of funding. The future of defense innovation is bright, and the community of passionate leaders inside and outside of the government working to move things forward is incredibly inspiring. I'm hopeful the Biden administration and new Congress will see 2021 as the year to make ambitious investments for the future. https://www.defensenews.com/opinion/commentary/2021/02/10/urgently-needed-tech-savvy-defense-leaders/