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Copyright © 2006 Raytheon Company. All rights reserved.
Customer Success Is Our Mission is a trademark of Raytheon Company.
Harnessing the Benefits of
Experience Via Capability Transfer
Dr Brooke HoskinsDirector Intelligence and National
Security
Raytheon’s Capability Transfer Experiences
Northern Ireland:Systems & Software
Centre
BroughtonAircraft Services
& ASTOR
GlenrothesSpace & AirborneSystems
HarlowIntegrated Defence & Network Centric Systems
Bristol
UxbridgeIntelligence & National Security
Warminster
RAF Waddington
Fylingdales
Northern Ireland:Systems & Software
Centre
BroughtonAircraft Services
& ASTOR
GlenrothesSpace & AirborneSystems
HarlowIntegrated Defence & Network Centric Systems
Bristol
UxbridgeIntelligence & National Security
Warminster
RAF Waddington
Fylingdales
Tucson, AZ
Missile Systems
Network CentricSystems
McKinney, TX
Raytheon Technical Services Company
LLC
Reston, VA
Tewksbury, MA
IntegratedDefense Systems
Global Headquarters
Waltham, MA
Space andAirborne Systems
El Segundo, CA
Intelligence andInformation Systems
Garland, TX
Tucson, AZ
Missile Systems
Network CentricSystems
McKinney, TX
Raytheon Technical Services Company
LLC
Reston, VA
Tewksbury, MA
IntegratedDefense Systems
Global Headquarters
Waltham, MA
Space andAirborne Systems
El Segundo, CA
Intelligence andInformation Systems
Garland, TX
80,000 employees; 2006 revenue: $20.2B
1,400 employees; 2006 revenue: £225M
Harnessing the Benefits of Experience
Capability = Expertise + Capacity
Benefits of US-UK Capability Transfer
• Address skills shortages in critical areas
• Develop indigenous capability for future needs and export opportunities
• Maximise return on investment for the UK
• Interoperability
• Diversity
• Reduce delivery risk
Aspects of Capability Transfer
• People – Organisation
– Setting the Culture
– Planning the transition
• Process
• Technology
• Risks
People: Organisation
• Ensure balance is right
• Key people in key roles
• Integrated teams
• Ensure alignment of accountability and responsibility
People: Culture
• Consciously work to build the team ethos
• Joint up front planning breaks down barriers early
• Use humour to get the message across
4
trustedborders proprietary
Award Certificate
Awarded to: J TFor: Best ExcuseRationale: ‘Ran-Over his passport with his motor-bike’
People: Planning the Transition
• Phased approach
• Consistent with programme schedule and milestones
• Integrated into Programme Master Schedule
• Needs focus
Process
I:Enterprise
Understanding
II::
Architectu
re
Planning
V:ArchitectureValidation
IV:Technical
Architecting
III:
Business
Architecting
RaytheonEnterpriseArchitectureProcess
I:Enterprise
Understanding
II::
Architectu
re
Planning
V:ArchitectureValidation
IV:Technical
Architecting
III:
Business
Architecting
RaytheonEnterpriseArchitectureProcess
Technology
Risks
• ITAR
• Loss key personnel
Conclusion
• Reduce risk and increase value for money for the UK
• Identify the key roles that need to be indigenous and imported
• Ensure the alignment of responsibility and accountability
• Consciously work on building the team
• Implement common processes on which you will deliver
• Plan the transition and ensure it is integrated in your Schedule
• Be prepared to lose some of your good people along the way
