An Acquisition Strategy, Process, and Organization for Innovative Systems

By John Birkler; Giles Smith et al. | Go to book overview

Chapter Five
AN ORGANIZATION TO MANAGE MODERNIZATION
Fundamental changes in the strategy and process for modernizing our forces will change the nature of tasks to be managed and how the office of USD(A&T) should be organized to perform these functions. In this chapter, we identify some functional relationships that should be provided within the office of USD(A&T) in order to properly implement and manage the strategy and process outlined in previous chapters. No attempt is made here to define a complete organization for the office of USD(A&T) or to show how these special functions fit into the overall organization; such implementation details go far beyond the scope of this study.
ORGANIZATION OF STRATEGIES
We begin by identifying the five principal activities of USD(A&T):
Discovering new technologies.
Demonstrating selected technology aggregates and subsystems.
Participating in formulating and defining new system concepts and new operational concepts.
Managing the acquisition of systems and weapons.
Advising the Secretary of Defense about matters of modernizing.

A set of functions and relationships that accommodates these activities is shown in Figure 5.1.

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