Sweden orders 20 armored vehicles under joint European program

Sur le même sujet

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  2 décembre 2024 | International, C4ISR, Sécurité

  Updated TIC 3.0 Security Capabilities Catalog (SCC) to v3.2 | CISA

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  18 septembre 2018 | International, Aérospatial, C4ISR

  Air Force transforms existing program office into its new software development hub

  By: Valerie Insinna WASHINGTON — The U.S. Air Force's program executive office for battle management has been redesignated PEO Digital, but it's more than a name change, the service's top acquisition executive told Defense News. Instead, it's about taking one of the Air Force's most diverse acquisition portfolios — covering everything from JSTARS ground-surveillance planes to certain communications gear — and transforming it into the headquarters of agile software development as the service moves forward with evermore sophisticated information technology programs, said Will Roper, assistant secretary of the Air Force for acquisition, technology and logistics. In at least the beginning, it will look much like the service's program office for buying services. “It won't do all of the software development for the Air Force. There's no way it could,” Roper said in a Sept. 7 interview. But the hope is that it will be able to manage agile software development for some of the Air Force's most tricky programs, while at the same time providing expertise and software development tools to the rest of the program offices. “As programs shift to agile development, where they're pushing code out every month, where they are working directly with the user, where they are measuring their output using metrics that tell them whether it's good code or bad code, PEO Digital will provide Air Force standards for doing it and a playbook for making it work,” Roper said. FUll article: https://www.defensenews.com/digital-show-dailies/air-force-association/2018/09/17/air-force-transforms-existing-program-office-into-its-new-software-development-hub

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  19 août 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  When the challenge of coronavirus becomes a catalyst to change

  By: Mike Gruss One way to understand how the United States' largest defense companies are responding to the coronavirus pandemic is to listen to what their leaders said on the most recent round of earnings calls. Consider this anecdote from General Dynamics. Phebe Novakovic, the company's chief executive, told analysts in late July that when COVID-19 struck, “our classified customers closed their sites to all but mission-essential employees. This impacted revenue and earnings and will continue to do so. Some of IT services' highest-margin programs have come to a hard stop because of COVID-19.” Novakovic described the pandemic as a time of “significant uncertainty.” That story was not unusual. David Calhoun, Boeing's CEO, described this as “a historically dynamic and challenging time.” Greg Hayes, Raytheon Technologies' top executive, opened his second-quarter call by stating: “As everyone knows, these last several months have been incredibly challenging.” And Bill Brown, the CEO of L3Harris, said: “The pandemic has challenged us all to find new ways of working effectively.” To be clear, defense contractors have lost roughly 20 percent of their value in the last six months, by tracking exchange-traded funds. That's the worst run for publicly traded companies in at least a decade. So what to make of this? James Taiclet, Lockheed Martin's new leader, said his philosophy is that there may be “an opportunity for us if there is a downturn, we're going to look at the silver linings that may be there.” He was talking about mergers and acquisitions. But defense companies of all sizes should look for another opportunity: a reason to operate differently, not an excuse to get back to basics. Leaders should reexamine how to embrace new talent, how to effectively telework, and how to add new equipment or partnerships with unexpected sources. Military leaders for years have said they value agility. Now they will get to watch firsthand who changes, who is prepared for the long term, who adapts and who merely talks about adapting. These “challenges” can give acquisition officials a reason to reward agility. But back to the earnings calls. Officials hinted about what may happen next, before we — fingers crossed — enter a post-pandemic world. Lockheed's Kenneth Possenriede, the company's chief financial officer, said that while solicitations may be slower getting out the door, final deadlines have not changed. Brown at L3Harris said: “We believe that the heightened threat environment will drive the trajectory of U.S military spending regardless of the election.” Novakovic seconded that notion. “There's a general consensus that the threat has not dissipated,” she said. “In fact, arguably some of our potential adversaries have raised additional questions. ... We'll see going forward, but [I'm] not hearing a lot at the grassroots level on ... any pending defense cuts.” The threat may not have changed. Nor may the business of defense. Yet. But it's impossible to ignore that almost everything else has. https://www.defensenews.com/opinion/2020/08/17/when-the-challenge-of-coronavirus-becomes-a-catalyst-to-change/