Thanks. Excellent summary of a highly complicated, fractured landscape.
Any attempt at defense innovation ecosystem alignment should be enthusiastically welcomed. A few thoughts.
First, I spit up my coffee when I read the sentence in the guiding memo, "Today, we end the confusion." If only that's what it took after all these years! Your diagram of the innovation ecosystem is as clean as it gets, yet it's clear that there are still a whole lot of complex moving pieces that won't ever align perfectly.
Second, it's laudable that the CTO is designated to play the central aligning role for the entire Department. Grabbing the Pentagon bull by the horns is better than the alternative. For this to work, however, will require a special relationship between the Deputy Secretary and the CTO. The Deputy must still be hands on, given how OSD and the Joint Staff function. Unless & until the CAG is run by the Deputy, you have an invitation to struggle--mark my words; the Joint Staff, Services, & CCMDs will not answer to the CTO, no matter how it's portrayed on paper (ask me how I know).
Third, the memo employs classic building hedging language: "The Directors of DIU and SCO will continue to exercise their relationships with the Secretary and Deputy Secretary and execute authorities provided to them by law." Guaranteed friction ahead, both within the building and with Congress (with many powerful members deeply invested in the success of both SCO and DIU). This memo defers conflicts rather than resolving them. And once personalities change, look out.
Finally, as much as we should all want the Department to be run like a business, it's anything but. Treating it as a monolithic entity that will suddenly become much more efficient & effective because the CTO plays a commercial business-like CEO role sounds great on paper. Yet Pentagon rule #1 applies: guidance without constant oversight, ruthless enforcement, two-way communication (not just top down), and full accountability is like crafting a strategy without the ends & means to execute it.
Well said! There is no panacea here. Personalities and leadership will decide how this plays out. Historically, CAPE has driven more of these decisions that Emil takes on so how that org decides to assert themselves and how the DSD adjudicates that is one dynamic I'm watching closely. They say "May you live in interesting times" - I feel like we're there ha.
Thanks. Excellent summary of a highly complicated, fractured landscape.
Any attempt at defense innovation ecosystem alignment should be enthusiastically welcomed. A few thoughts.
First, I spit up my coffee when I read the sentence in the guiding memo, "Today, we end the confusion." If only that's what it took after all these years! Your diagram of the innovation ecosystem is as clean as it gets, yet it's clear that there are still a whole lot of complex moving pieces that won't ever align perfectly.
Second, it's laudable that the CTO is designated to play the central aligning role for the entire Department. Grabbing the Pentagon bull by the horns is better than the alternative. For this to work, however, will require a special relationship between the Deputy Secretary and the CTO. The Deputy must still be hands on, given how OSD and the Joint Staff function. Unless & until the CAG is run by the Deputy, you have an invitation to struggle--mark my words; the Joint Staff, Services, & CCMDs will not answer to the CTO, no matter how it's portrayed on paper (ask me how I know).
Third, the memo employs classic building hedging language: "The Directors of DIU and SCO will continue to exercise their relationships with the Secretary and Deputy Secretary and execute authorities provided to them by law." Guaranteed friction ahead, both within the building and with Congress (with many powerful members deeply invested in the success of both SCO and DIU). This memo defers conflicts rather than resolving them. And once personalities change, look out.
Finally, as much as we should all want the Department to be run like a business, it's anything but. Treating it as a monolithic entity that will suddenly become much more efficient & effective because the CTO plays a commercial business-like CEO role sounds great on paper. Yet Pentagon rule #1 applies: guidance without constant oversight, ruthless enforcement, two-way communication (not just top down), and full accountability is like crafting a strategy without the ends & means to execute it.
Well said! There is no panacea here. Personalities and leadership will decide how this plays out. Historically, CAPE has driven more of these decisions that Emil takes on so how that org decides to assert themselves and how the DSD adjudicates that is one dynamic I'm watching closely. They say "May you live in interesting times" - I feel like we're there ha.
Jack - You are wise beyond your years. 100% on all accounts. Glad we can get you some laughs with your morning coffee.