31 mars 2023 | International, Naval, C4ISR
SPY-6 is the most advanced naval radar in the world providing unprecedented integrated air and missile defense capabilities
29 février 2024 | International, Terrestre
Lawmakers kicked FY24 defense funding further down the road, raising fears at the Pentagon that congressional inaction may soon result in a 1% sequester.
8 février 2021 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité
Steven Grundman The COVID-19 pandemic has accustomed us to living in the virtual world and hearing speculation about the ways in which our actual lives may never resume as before. Microsoft founder Bill Gates recently said he believes “over 50% of business travel and over 30% of days in the office will go away.” Explaining why the pandemic-induced surge in virtual house calls is likely to endure, Harvard's Dr. Thomas Delbanco concedes: “There are times when doctors, nurses or therapists really need to see you—no question about it. But there are also times when they really don't.” It was against the backdrop of such head-turning New Year's predictions that I spent the holidays reading about the Cold War and forming a nostalgic rebuttal to those prophesies of Zoom. At the start of my professional life, I led a surveillance platoon of the U.S. 1st Armored Division (1st AD), which was deployed to defend the “Frontier of Freedom” in the towns surrounding Nuremberg, West Germany. So it was that after cracking open Fulda Gap: Battlefield of the Cold War Alliances, I quickly thumbed forward to Chapter 7, “A Personal Perspective from Platoon Leader to Army Group” by Gen. (ret.) Crosbie Saint, who had commanded the 1st AD during my service in it. Saint's reflections transported me back to 1984 and the pastoral beauty of the Bavarian Oberpfalz, where we were actively preparing to fight a third world war. Prominent among the preparations Saint recounts was the terrain walk, a compulsory practice of every officer leading a maneuver unit regularly to traverse the ground where his troops would deploy, battle book in hand, mastering the contours of the landscape and envisioning his squads' movements in the General Defense Plan. Saint writes ardently about how “repetitive terrain walks at multiple command levels to analyze and become expert in exploiting the terrain for tactical purposes” gave the U.S. a decisive advantage over the vast armies of the Warsaw Pact. The still-clear memory of then-Lt. Grundman's own terrain walks along the monikered kill zones in my battle book—The Kemnath Bowl, Erbendorf Fire Trap, et al.—prompted me to wonder if the marvels of a virtual reality simulation would leave as indelible a mark. I doubt it. While the adoption of videoconferencing for commodity conversation is no doubt here to stay, the premium work of enterprise leadership must remain incarnate. Just as the experience of looking out from a ridgeline engages all the senses, strategic vision flows from an intuitive integration of time and space that no telemediation can fully activate. Beyond the battlefield lay other terrain walks affirming my conviction. In April 1993, just three weeks on the job as chief executive of an IBM teetering on insolvency, Lou Gerstner launched Operation Bear Hug, which directed each of the company's 250 most senior executives to visit at least five key customers over the following three months to learn why IBM had lost their trust. Years later, Gerstner wrote that Bear Hug made manifest what came to be the motive force of IBM's acclaimed transformation: “[W]e were going to build a company from the outside in and . . . the customer was going to drive everything we did in the company.” Gerstner invested this practice of deep listening to customers with the same strategic importance Saint attributed to a lieutenant's intimacy with the sight lines of his firing positions. Operation Bear Hug was a terrain walk. One of the trade secrets of my career as a business consultant to the aerospace industry is never to pass up an invitation to take a plant tour. No matter how near it is to your next flight's departure, when asked “Wanna see the shop?” the right answer is always “Of course.” When, a decade ago, I toured SpaceX's Hawthorne, California, headquarters and observed Elon Musk sitting at his desk among the busy cubicles of 30-something engineers gutting out their work in T-shirts, I instantly understood how the company's garage-shop culture could revolutionize the staid business of space launch. Years earlier, the clinical attention to workers' safety I saw at the bustling CFM56 jet engine plant in Villaroche, France, told me more about the success of the GE-Safran joint venture than even its impressive financials. So, too, did I need actually to feel the cavernous quietude in an antique defense factory to appreciate the true meaning of the sunk-cost fallacy. The aerospace plant tour is often a terrain walk. To all you leaders who, like me, find the progressively virtual world unsettling (and with apologies to a certain light lager's ad campaign), I say, “Find your terrain walk.” Once we again are free to move about, go physically to the crucible of what creates value for your enterprise and open your senses. Only from that vantage will you see truly into its future. The views expressed are not necessarily those of Aviation Week. https://aviationweek.com/aerospace/manufacturing-supply-chain/opinion-why-future-will-not-be-virtual
24 juillet 2020 | International, Aérospatial
By: Valerie Insinna WASHINGTON — Boeing, Northrop Grumman, General Atomics and Kratos will move forward in the Air Force program to build an AI-enabled drone wingman known as Skyborg. Each company Thursday was awarded an indefinite-delivery/indefinite-quantity contract worth up to $400 million, but no seed money was immediately allocated as the firms will have to compete against each other for future orders. Through the Skyborg program, the Air Force wants to field a family of unmanned aerial systems that use artificial intelligence to adapt to battlefield conditions. The Skyborg drone should be cheap enough where the loss of aircraft in combat could be sustained, yet survivable enough so that it could move into a high-end fight and function as a wingman to manned fighter jets. “Because autonomous systems can support missions that are too strenuous or dangerous for manned crews, Skyborg can increase capability significantly and be a force multiplier for the Air Force,” said Brig. Gen. Dale White, who leads the Air Force's program office for fighters and advanced aircraft. “We have the opportunity to transform our warfighting capabilities and change the way we fight and the way we employ air power.” Air Force acquisition executive Will Roper has said that Skyborg could eventually become smart enough that, like R2-D2 in the Star Wars films, it can autonomously present information and conduct tasks to help decrease fighter pilot workload. The system learns from prior experiences how best to support human pilots. But in the near term, the Air Force wants to use the Skyborg program to integrate an autonomous air vehicle with open mission systems as a way to demonstrate that it can team with a manned fighter, the service said in a statement. “Autonomy technologies in Skyborg's portfolio will range from simple play-book algorithms to advanced team decision making and will include on-ramp opportunities for artificial intelligence technologies,” said Brig. Gen. Heather Pringle, the Air Force Research Laboratory commander. “This effort will provide a foundational government reference architecture for a family of layered, autonomous, and open-architecture UAS.” https://www.defensenews.com/unmanned/2020/07/23/four-companies-got-contracts-to-build-the-air-forces-skyborg-drone