These US partners in the Asia-Pacific are to receive ScanEagle drones

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  9 février 2021 | International, C4ISR

  French military orders first sigint suite to work across all services

  PARIS — France is to acquire its first joint tactical signals intelligence system from Thales and Airbus, the DGA procurement agency announced Feb. 8. The €160 million (U.S. $193 million) contract was signed with the two companies Dec. 31, 2020, according to a DGA statement. Early capabilities of the new system will be delivered in 2023 and full capabilities by 2025. The system will consist of a series of combinable sensors adapted to the needs of a given theater of operation and whatever environment — land, naval or air — in which it is to be operated. Signals intelligence involves using an adversary's signals — either communication (such as radio) or electronic (such as radar) — to gather data. “This information is necessary to safeguard the forces engaged, to determine the enemy's intention and to be able to independently assess the situation. It contributes to the freedom of action of forces in a theater of operations,” the DGA said in a statement. The French armed forces' current tactical sigint capabilities were developed to meet the specific needs of each service. The purpose of the joint system is to provide the three services with a homogeneous system, using as many common bricks as possible to guarantee operational continuity and joint use of the information collected. The new system will modernize and complete the current tactical sigint capabilities, taking into consideration new communications technologies used by adversaries — whether these are detecting emissions, characterizing and localizing transmitters, or intercepting communications on different frequency ranges — according to the procurement agency. In the Army, the new capability will be used by the 54th Signal Regiment on Scorpion vehicles. It will also equip the Navy's capital ships and the Atlantic 2 maritime patrol aircraft, replacing and complementing the current systems. Members of the Air and Space Force will use the system as deployable ground equipment to protect air bases. https://www.c4isrnet.com/global/europe/2021/02/08/french-military-orders-first-sigint-suite-to-work-across-all-services/

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  17 novembre 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Why defense firms need to get systematic about M&A — big and small

  By: Eric Chewning and Frank Coleman III After years of growth, defense budgets will likely flatten (or decline). In such a financial environment, the U.S. Department of Defense will consider trade-offs between funding modernization, sustaining legacy equipment and preserving force structure. These hard choices will be informed by the DoD's strategic acquisition priorities, which will likely continue to reflect the need for innovation around leading-edge capabilities in areas like space, C5ISR, long-range precision fires, unmanned vehicles and artificial intelligence. To support these evolving mission requirements, the defense industry will need to ensure the industrial base is able to deliver technological advantage. This requires attracting world-class talent as well as the necessary financial capital to operate global industrial enterprises. Attracting these resources requires continued value creation through growth and return on invested capital improvements. But in a down budget environment, where is this growth to come from? While many will think organic growth is the best value-creating option (and often is), the answer also lies in augmenting a classic portfolio strategy with a systematic approach to transactions. Mergers and acquisitions are a proven growth accelerant for defense companies, and have generated superior shareholder returns and greater resilience for companies that have pursued it systematically. At first glance, this may simply seem like an obvious description of recent history. The aerospace and defense sector, after all, has seen rapid consolidation in the last five years, with deals worth $358 billion struck between 2015 and 2019, three times the total between 2010 and 2014. The problem for defense companies looking for more of the same is that this wave of consolidation now appears to have run its course. The combined market value of the top five defense hardware players is now more than four times that of the next five; so even as further mega-deals are theoretically possible, they will be increasingly difficult to execute, underscoring the value of programmatic M&A. Distinct from selective or organic deal-making approaches, programmatic M&A involves a company conducting two or more small or midsized deals per year, with an aggregate value greater than 15 percent of its market capitalization over five years, that align with their overall corporate strategy (which is hopefully linked to the “fast streams” of growth in the budget (see exhibit below)). These deals get choreographed around a specific business case, such as scaling or integrating vital digital capabilities, and are rooted in a disciplined appraisal of transactions. In the defense industry, programmatic M&A should be deployed against a strategy supported by the customer's need for innovation, lower costs and better mission outcomes for the war fighter. Our analysis shows that over the last decade, few defense companies took a programmatic approach to M&A. Those who did outperformed their peers in total shareholder returns by 10.4 percent. M&A was also an important key to resilience during the last defense spending downturn in 2007-2011: The top quintile of outperforming companies, as well as optimizing cash and flexing capex, used it as an opportunity to grow less cyclical parts of the business and build digital capabilities. Defense companies may be deterred by the current market environment, featuring stretched valuations, competition from institutional capital and a squeeze on mid-tier players. They may be cautious about the challenge of integrating smaller nondefense acquisitions into company processes and culture — a process that is easier to get wrong than right to be sure. The very complexity of these circumstances creates opportunities for bold players to differentiate themselves from their peers, align their strategies with national defense priorities and add significant value for shareholders. When done well, programmatic M&A can form a central pillar of their growth strategy. With a proactive approach to deal sourcing, holistic diligence, and in-house execution and integration expertise, companies can establish M&A as a critical capability and avoid the risks of reactive, one-off projects. In the challenging environment that confronts the defense industry today, those who act boldly will succeed in creating enduring businesses that can adapt to the evolving needs of the national defense. Eric Chewning and Frank Coleman III are partners at McKinsey and Company. Chewning previously served as chief of staff in the Office of the Secretary of Defense, and before that as the Pentagon's industrial chief. https://www.defensenews.com/opinion/commentary/2020/11/16/why-defense-firms-need-to-get-systematic-about-ma-big-and-small/

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  25 avril 2024 | International, Sécurité

  State-Sponsored Hackers Exploit Two Cisco Zero-Day Vulnerabilities for Espionage

  A new stealthy malware campaign leveraging two zero-day flaws in Cisco networking gear has been uncovered, allowing covert data collection and reconna