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Military Transformation and the Defense Industry after Next - The Defense Industrial Implications of Network-Centric Warfare: Naval War College Newport Papers 18 (Paperback)
Loot Price: R519
Discovery Miles 5 190
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Military Transformation and the Defense Industry after Next - The Defense Industrial Implications of Network-Centric Warfare: Naval War College Newport Papers 18 (Paperback)
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Loot Price R519
Discovery Miles 5 190
Expected to ship within 10 - 15 working days
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Though still adjusting to the end of the Cold War, the defense
industry is now confronted with the prospect of military
transformation. Since the terrorist attacks on 11 September 2001,
many firms have seen business improve in response to the subsequent
large increase in the defense budget. But in the longer run, the
defense sector's military customers intend to reinvent themselves
for a future that may require the acquisition of unfamiliar weapons
and support systems. Joint and service visions of the military
after next raise serious questions that require the attention of
the Defense Department's civilian and uniformed leadership and
industry executives alike: What are the defense industrial
implications of military transformation? Will military
transformation lead to major changes in the composition of the
defense industrial base? This study employs network-centric
warfare, a Navy transformation vision that is being adopted
increasingly in the joint world as a vehicle for exploring the
defense industrial implications of military transformation. We
focus on three defense industrial sectors: shipbuilding, unmanned
vehicles, and systems integration. The transformation to NCW will
require both sustaining and disruptive innovation-that is,
innovation that improves performance measured by existing standards
and innovation that defines new quality metrics for defense
systems. The dominant type of innovation needed to support
transformation varies across industrial sectors; some sectors face
more sustaining than disruptive innovation, while some sectors will
need more disruptive than sustaining innovation as they supply
systems for the "Navy after Next." Military transformation does not
entail wholesale defense industrial transformation. In the systems
integrations sector, much of the innovation required to effect
networkcentric warfare is likely to be sustaining rather than
disruptive. In the parts of the defense industrial base that build
platforms, on the other hand, the standards by which proposals are
evaluated for the Navy after Next will be somewhat different than
the standards used in the past. As a result, transformation could
significantly change the industrial landscape of shipbuilding. The
unmanned-vehicle sector falls somewhere in between; because
unmanned vehicles have not been acquired in quantity in the past,
their performance metrics are not well established. Existing
suppliers of unmanned vehicles will have a role in the future
industry, but some innovative concepts and technologies may come
from nontraditional suppliers, such as start-up firms. The U.S.
Navy bears the responsibility of transforming itself. Internally,
it must find ways to deconflict the needs of the current Navy and
the "Next Navy" from the needs of the Navy after Next if industry
is to support its long-term transformation requirements.
Externally, pervasive organizational and political obstacles to
transformation require that the Navy carefully manage its
relationships with Congress and industry. Recognition that military
transformation need not drive existing defense firms out of
business will facilitate that task.
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