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What I want to do is be able to stitch those together to enable them to communicate," she said. "We have many disparate nodes of communication and disparate platforms. Building an integrated network system of systems that are secure and resilient.Developing trusted AI and trusted autonomy that is resilient to spoofing.Shyu mentioned some of the innovation areas DOD is focused on: "There was a lot of excitement in terms of what we're doing," she said. That process was briefed to the vice chairman of the joint chiefs of staff, the deputy defense secretary and the combatant commanders. Those ideas were then prioritized and the top 32 were selected for funding which could best fulfill the joint capability gaps. What I'm trying to do is get my arms around who has the best process, who's doing what, what problem are they trying to solve, who have they funded and how well have these technologies or products transitioned? We should be able to share this information across the board," she said.Īs a result, Shyu said that 203 ideas were forwarded to her office within five weeks. "There are multiple entities all rapidly innovating and doing things. In mapping the department's innovation organization, ISG will provide information on how disparate innovation organizations can better align their efforts, she said, mentioning the Defense Innovation Unit, the Air Force program known as AFWERX that fosters a culture of innovation, Army Rapid Capabilities and Critical Technologies Office and others. To achieve this, the group is focused on three priority areas: mapping the department's innovation organizations, bolstering joint experimentation and enhancing the research laboratory and test infrastructure. The department's Innovation Steering Group, or ISG, serves as a forum to drive systemic strategy, policy, programmatic, cultural and budgetary changes that will allow the department to more effectively identify, to invest in and to transition capability to the warfighter, she said, mentioning that she chairs that group.
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This can dramatically shorten the cycle time and enable us to fuel capabilities more rapidly and deliver the military advantage that our nation needs," she said.
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"To more effectively do this, we are working to shift away from the traditional linear systems development process to a nimbler approach that seeks to iterate the design to build prototypes, experiment and rapidly transition systems for operational use. Shyu said to meet these challenges the Defense Department has a three-pillar strategy: harnessing American technology innovation to solve the toughest operational challenges, setting the foundation to build a future workforce and, relying on industry, academia, allies and partners.Īs far as spending for research and development for items that have great utility for the warfighter, Shyu said the department is focused on developing innovative technologies in which the commercial industry has no business interests that warrant their investment. We cannot afford a leveling of technology advantage," she said. Many potential adversaries will have greater access to commercial state-of-the-art technologies than ever before, and that could greatly disrupt our nation. Furthering science, technology and innovation across the department could not be more important than it is today. "I believe the way to build confidence amidst the technology disruptions is to embrace these changes and move forward rapidly.