Technology and information technology, in particular, may very well be the single largest contributor to our maritime security in the future. I am convinced that, perhaps even more than ships and planes and weapons, we must understand and invest in technology. You can bet our enemies will. They are doing so even as we speak.”
Those are the words of Adm. Mike Mullen, chief of naval operations, at the recent Western Pacific Naval Symposium in Hawaii. Navy leaders have long recognized that technology can transform the way forces fight, just as it has transformed how we all live and work. Think back just 10 years, and consider how the Internet, e-mail and high-speed data access have changed our lives.
“Speed in delivering information and speed in adopting technology are as important as the technology itself.”
In 2006, individuals entering the workforce and the naval services grew up using the Internet and thrive in an information-overloaded environment of constant change. Our enemies also have embraced this new environment.
“You have virtually no concept of how quickly we have to change what we do” because of how fast the opposition on the ground in Iraq adopts new technology, and adapts and changes swiftly, is how Brig. Gen. Douglas M. Stone, commanding general of the Marine Air Ground Task Force Training Command, explained it at the recent Naval S&T Partnership Conference in Washington.
The Defense Department’s transformation leaders say the old operational and security concepts and procurement procedures do not work in today’s environment. Speed in delivering information and in adopting technology are as important as the technology itself. But to be effective, Defense must exploit new technology.
Although speed of adoption is critical, it also is counterproductive to change technology without making accompanying changes in Navy culture. The Office of Naval Research understands these issues well because we oversee basic scientific research, technology research and technology development funding for the entire Navy—$2 billion in grants and contracts annually.
In general, ONR has three time-driven focuses:
- Today’s Navy: acquiring and deploying the best available solutions to answer today’s problems as quickly as possible
- Tomorrow’s Navy: developing solutions for high-risk areas in acquisition programs where we are investing in new products or ideas
- The Navy after next: laying the groundwork for emerging technologies to satisfy anticipated needs in the next decade and beyond.
Changing the culture to accommodate new technology is made easier by following some basic principles. First and foremost, you must engage users early in the process so they develop a sense of ownership. They should participate in selecting the specific technology and stay engaged as new tools evolve.
Second, the organization must share and collaborate. Constant communication is key to ensuring success. Finally, ONR is developing improved metrics to measure how well we develop and prepare technology for use by warfighters.
We live in a time of rapid change. Investment in science and technology is not just good business practice, it is vital to stay ahead of a global enemy that embraces technology and thrives on change. Staying ahead of the enemy will depend on how well the Navy—and DOD—accept and embrace new technology and the cultural shifts necessary to use that technology to its maximum effect.
Brian Reily is CIO for the Office of Naval Research.
![1105 Media [purity]](/images/ds1_pntmlogo.gif "1105 Media [purity]"){kind=small}
