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Since the 1980s, the language used around market-based government
has muddied its meaning and polarized its proponents and critics,
making the topic politicized and controversial. Competition,
Choice, and Incentives in Government Programs hopes to reframe
competing views of market-based government so it is seen not as an
ideology but rather as a fact-based set of approaches for managing
government services and programs more efficiently and effectively.
Published in cooperation with IBM.
One of the missions of the Center for Technology and National
Security Policy at National Defense University is to study the
transformation of America's military and to explore the
consequences of the information revolution. During the last two
decades of the 20th century, through a series of internal and
external studies and policy pronouncements, the Department of
Defense dramatically shifted its view of the nature of future
military operations and the associated equipment, doctrine,
tactics, and organization that were required. The names varied
("Reconnaissance/Strike Warfare," "Revolution in Military Affairs,"
"Network Centric Warfare," "Transformation"), but the basic premise
was the same: The explosive changes in information technology would
transform the future of military operations. The benefits of this
change have been well documented, but its potential vulnerabilities
have been less commonly described-or addressed for corrective
actions. These actions must begin with a recognition of the new
relationship between traditional defense systems and modern
information technologies. Traditional warfare systems are
developed, ruggedized, hardened, secured, and tested to ensure the
highest level of performance and availability. As military systems
become more software intensive (in both computers and
communications), greater time and cost increases occur because of
increased system complexity and the lack of vigorous software
processes, especially when compared with more mature, hardware
intensive engineering and development processes. For the most part,
military systems are proprietary and communicate securely with
little effect on performance. Current military weapons and combat
platform system acquisitions have very high costs and extremely
long lead times. This high expense and long preparation is
attributed, in part, to the complexity of new system designs and to
the rigidity of design processes that are needed to meet
mission-critical battlefield requirements of high reliability, ease
of maintenance, and built-in safety systems. The acquisition
process itself introduces costs and delays because it must meet
legal and regulatory demands designed to ensure openness and fiscal
responsibility. These methods have produced formidable systems;
American superiority in high-tech weapons development is
acknowledged worldwide. In contrast to military systems, commercial
information systems can be developed, marketed, and upgraded within
a 2-year life cycle. The introduction and adoption by industry of
new technologies such as wireless, voice over Internet protocol
(VOIP), and radio frequency identification devices (RFID) are
rapid, with little design concern for security and privacy.
Introduction of this technology in the commercial market is based
on user acceptability, legal consequences, and bottom-line cost
analysis, not on considerations of safety, potential loss of life,
or national security policy. In spite of these potential problems
with commercial systems, their advantages-rapid deployment of
state-of-the-art technology (consequently, higher performance) and
far lower cost (because of much higher volume)-make them extremely
attractive. Thus, over the past decade, Defense Acquisition Reform
has been focused on developing processes to achieve both the
high-performance and low-cost benefits that come from using
commercial technology while still assuming the necessary mission
objectives of high reliability, rugged environmental capability,
and (particularly) security. This volume examines threats and
vulnerabilities in the following four areas: physical attacks on
critical information nodes; electromagnetic attacks against ground,
airborne, or space-based; information assets; cyber attacks against
information systems; attacks and system failures made possible by
the increased level of complexity inherent in the multiplicity of
advanced systems.
The Department of Defense (DoD) is the largest organization in the
world, with operations that span a broad range of agencies,
activities, and commands. With an annual budget over $500 billion,
DoD employs millions of people that operate worldwide and maintains
an inventory system that is an order of magnitude larger than any
other in the world. However, the business systems used to manage
these resources are outdated and inefficient. DoD relies on several
thousand, non-integrated, and non-interoperable legacy systems,
that are error prone, redundant, and do not provide the enterprise
visibility necessary to make sound management decisions. In order
to meet current and future challenges, DoD needs business systems
that enable it to be flexible, adaptive, and accountable.
Transformation of business systems and process will not only reduce
costs and improve performance, it is critical for improving
warfighter support. Recognizing this, former Defense Secretary
Donald Rumsfeld began a business transformation initiative in July
2001. This report is divided into two parts. Part I evaluates DoD's
business systems transformation effort, identifies lessons learned,
and make recommendations to improve the prospects for success of
the current business transformation effort. Part II includes
several cases studies of business systems transformation in the
federal public sector, at the Business Transformation Agency (BTA),
and in the Military Services. Each case describes a specific
transformation initiative and identifies lessons learned from the
experience.
World-class, commercial supply chain management standards are now
exceptionally high. The best organizations measure order-to-receipt
time in two days or less, with near perfect probability. This speed
is backed up by nimble systems capable of rapidly responding to
unexpected contingencies and surge requirements. Unfortunately,
while the commercial sector has been rapidly adopting modern,
information-based supply chain systems in order to remain
competitive in the worldwide marketplace the shift to such systems
in the public sector has met with significant resistance and has
moved far more slowly. Transforming Government Supply Chain
Management provides the insights and expertise to overcome this
inertia. In Part I, the editors provide a primer on supply chain
management, an overview of innovative practices and tools, and a
blueprint for government-wide transformation. Part II consists of
ten case studies of public and private sector 'success stories.'
The intent of this book is to help speed-up the needed
transformation in the public sector."
World-class, commercial supply chain management standards are now
exceptionally high. The best organizations measure order-to-receipt
time in two days or less, with near perfect probability. This speed
is backed up by nimble systems capable of rapidly responding to
unexpected contingencies and surge requirements. Unfortunately,
while the commercial sector has been rapidly adopting modern,
information-based supply chain systems in order to remain
competitive in the worldwide marketplace the shift to such systems
in the public sector has met with significant resistance and has
moved far more slowly. Transforming Government Supply Chain
Management provides the insights and expertise to overcome this
inertia. In Part I, the editors provide a primer on supply chain
management, an overview of innovative practices and tools, and a
blueprint for government-wide transformation. Part II consists of
ten case studies of public and private sector "success stories."
The intent of this book is to help speed-up the needed
transformation in the public sector.
An expert explains why the security needs of the twenty-first
century require a transformation of the defense industry of the
twentieth century. New geopolitical realities-including terrorism,
pandemics, rogue nuclear states, resource conflicts, insurgencies,
mass migration, economic collapse, and cyber attacks-have created a
dramatically different national-security environment for America.
Twentieth-century defense strategies, technologies, and industrial
practices will not meet the security requirements of a post-9/11
world. In Democracy's Arsenal, Jacques Gansler describes the
transformations needed in government and industry to achieve a new,
more effective system of national defense. Drawing on his decades
of experience in industry, government, and academia, Gansler argues
that the old model of ever-increasing defense expenditures on
largely outmoded weapons systems must be replaced by a strategy
that combines a healthy economy, effective international relations,
and a strong (but affordable) national security posture. The
defense industry must remake itself to become responsive and
relevant to the needs of twenty-first-century security.
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