30 août 2018 | Information, Sécurité

Irresistible Forces: Long-Term Tectonic Influences on Canada’s National Security

This Vimy Paper examines three long-term tectonic influences on Canada's national security: geography, demographics, and science. These macro-level factors tend not to be understood well or receive much serious consideration in the public discourse, but in many cases can have powerful and sustained impacts on events. They can also reveal previously unrecognized threats.

The discussion is structured in four parts. Part 1 focuses on geography and its impact on regions of strategic interest to Canada. Part 2 looks at world mortality and demographic trends, and the closely related subject of economics, and considers the cases of selected nations. Part 3 considers science at the macro-level – that is, humanity's collective adaptation to it. Part 4 then draws conclusions about how these issues impact Canada's national security.

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    17 septembre 2020 | Information, Autre défense

    Coronavirus has kept us close to home. It’s a helpful lesson for strengthening national defense.

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And while keeping the thousands of small companies that support the defense primes alive is important, the Pentagon — flush with cash and a mandate to act quickly to react to the pandemic — should use this opportunity to refine its technology acquisition approach, in part by doing more to engage nontraditional defense firms. The reasons for bringing in new ideas for defense are clear. Just last week, the Department of Defense released its annual report to Congress on China, which states that “China has already achieved parity with — or even exceeded — the United States in several military modernization areas.” Even more concerning, DoD analysts describe China's military-civil fusion development strategy as “a nationwide endeavor that seeks to ‘fuse' its economic and social development strategies with its security strategies to build an integrated national strategic system and capabilities in support of China's national rejuvenation goals.” The United States doesn't need and shouldn't pursue a “fusion” strategy; rather, we need a better approach to strengthening the defense industrial base and engaging with innovators. The United States is at risk of losing its ability to manufacture critical national security technology thanks to a combination of byzantine domestic procurement processes, offshoring and overseas competitors. To counter these and other negative trends, the DoD needs a sustainable, continuous innovation model. In Silicon Valley, everyone from the biggest players to the youngest startups view working against or around slow, tired establishment organizations as almost a prerequisite to success (Uber vs. taxis, Tesla vs. legacy automakers, Amazon vs. everybody). Despite the Pentagon's attractive budget and important missions, many innovators are repelled by restrictive requirements, lengthy sales cycles, high costs of bidding and a deck often stacked in favor of large prime contractors. The DoD must throw open its doors to innovators and free itself to make bets; if it does, it will get more world-class tools for its mission owners. The department should: Make requirements less prescriptive, easier to understand and run two ways. Develop an outreach program for innovators that uses channels they're already occupying, in language they understand, with requirements that are compelling. Encourage two-way communication that surfaces non-obvious solutions to critical defense missions. At the Transportation Security Administration, we worked with an In-Q-Tel-backed company that was founded in Las Vegas to catch casino cheats; the Pentagon should look for similar outside-the-box opportunities. Engage substantively with private sector innovation experts. The best investors and executives back successful entrepreneurs, mentor them as they refine their offerings and support world-changing scale. The DoD needs these skill sets and should set up (unpaid) innovation mentoring boards. Insert flexibility into contracting and financing. To remove barriers to entry without sacrificing quality, the DoD should: Create “off-campus” labs to mitigate procurement and security clearance delays. Build on the work of Dr. Will Roper, the assistant secretary of the Air Force for acquisition, technology and logistics. to ensure innovators don't run out of funding. 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    22 avril 2020 | Information, Aérospatial, C4ISR

    Ball hits milestone with weather satellite for military operations

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  • Drones R&D Portfolio and Opportunity Analysis Report 2019 - ResearchAndMarkets.com

    30 juillet 2019 | Information, Aérospatial, C4ISR

    Drones R&D Portfolio and Opportunity Analysis Report 2019 - ResearchAndMarkets.com

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