Emerging Science & Technologyin Next 15 Years

Workshop on STEM Workforce Needs for US DoD and US Defense Industrial Base

August 1, 2011

Dr. John C. SommererSpace Sector HeadJHU Gilman Scholarjohn.sommerer@jhuapl.edu

Status and Future of the Naval R&D Establishment2010 Summer Study

Sponsored by

Hon. Sean Stackley

Assistant Secretary of the Navy(Research, Development, and Acquisition)

See www.nrac.navy.mil/docs/2010_Summer_Study_Report.pdf

Future TechnologyLeadership Areas

Integrated C4ISR for combined manned/unmanned (mixed) systems

Infrastructure required to support Information Dominance

Electronic Warfare Counter Anti-access & Area Denial (A2/AD) and

High End Asymmetric Threat (HE/AT)

3

The uniqueness of the maritime physical and operational environment and the impending

integration of unmanned vehicles into the battlespace require technical leadership in these areas

Framework for AssessmentCustomers and Suppliers

Supplier Base

Cus

tom

er B

ase

Navy onlyOther USmilitary

USGovernment Defense Suppliers Universities

Rest-of-WorldIndustry

Most Navy control Least Navy control

Lo

we

st

co

st

Hig

he

st

co

st

Corner:• Provides most security• But…expensive and fragile

Navyonly

Other USmilitary

US Government

GlobalFree

Market

US Market

Allies

Vertical slice:• Today’s acquisition is

mostly here

Quadrant:• Becoming more important and threatening• Requires new mechanisms to handle

4

Framework for AssessmentImplications

Supplier Base

Cus

tom

er B

ase

Navy onlyOther USmilitary

USGovernment Defense Suppliers Universities

Rest-of-WorldIndustry

Corner:• Use sparingly• Prioritize rigorously

Navyonly

Other USmilitary

US Government

GlobalFree

Market

US Market

Allies

Most Navy control Least Navy control

Lo

we

st

co

st

Hig

he

st

co

st

Quadrant:• Focus on new ways to influence, pull

and differentiate from global market

5

Power of Agile Adoption

6

• Add Apple’s “secret sauce”• Apple invests @ ~3.5% sales• Add Apple’s “secret sauce”• Apple invests @ ~3.5% sales

Achieved through “smart” investment!

Emerging Agile Adoption Areas

Mixed decision making systems (manned and agent-based). NRDE must acquire the technical competency to shape, adopt, and adapt this capability for the Naval applications

Commercially-available Enterprise Information Systems. NRDE must develop technical capability to participate in standards and tools development, especially for Naval unique needs

Managing software development. NRDE must develop and implement a comprehensive strategy for revitalizing in-house software engineering competency

Power generation and energy storage. NRDE must be aware of global advances in power generation/control as well as energy efficiency so they can be adapted for Naval-unique uses

Biology-based innovation. NRDE needs sufficient expertise to monitor and exploit new and emerging areas of technology that are based on biological systems

7

Study Panel Dr. John C. Sommerer, Chair

CTO, JHU Applied Physics Laboratory VADM Bill Bowes, USN (Ret), Vice Chair

Private Consultant Dr. Amy E. Alving

CTO, SAIC Dr. A. Michael Andrews II

VP R&E/CTO, L3 Communications Dr. James Bellingham

Chief Technologist, MBARI Dr. Ira M. Blatstein*

School of Education, JHU RADM Daniel R. Bowler, USN (Ret)

Private Consultant RADM Erroll Brown, USCG (Ret)

IBM Prof. Michael S. Bruno

Dean of Engineering, Stevens Institute RADM Walter Cantrell,* USN (Ret)

Private Consultant Dr. Robert S. Carnes, MD

IRAD PM, Battelle

Mr. Bill Schmitt*Private Consultant

Dr. David TennenhousePartner, New Venture Partners

RADM John T. Tozzi, USCG (Ret)VP Adv Programs, L3 Communications

LtGen Joseph F. Weber, USMC (Ret)VP Student Affairs, Texas A&M

Dr. David A. WhelanChief Scientist, Boeing Defense Syst.

Prof. Patrick H. WinstonComputer Science, MIT

RADM Charles B. Young USN (Ret)VP Strategic Planning, Oceaneering Intl.

Executive Secretariat Mr. Adam P. Nave

PCDASN (RDA) Staff Dr. Steve Pappert, S&T Assoc.

SPAWAR-SSC-PAC Dr. Joe Hoeg, Sr. Scientific Advisor,

NAWC-AD Mr. Scott Boyd, DASN ExW Staff Mr. Dave Savillo, NAVSEA UARC Office

8

LtGen John Castellaw, USMC (Ret)Private Consultant

Dr. Frank L. FernandezPrivate Consultant

RADM Millard S. Firebaugh,* USN (Ret)Professor, University of Maryland

MajGen Paul Fratarangelo, USMC (Ret)Private Consultant

CAPT R. Robinson Harris, USN (Ret)Director, Adv. Concepts, Lockheed

Dr. Anna D. Johnson-WinegarPrivate Consultant

Mr. James H. KorrisPresident, Creative Technologies Inc

Dr. Marv Langston*Private Consultant

Dr. Mark G. MykityshynManaging Partner, White Oak Group

Prof. Art Ramirez*Dean of Engineering, UCSC

Mr. Gerald Schiefer*Private Consultant

Consultant for this study *

Emerging Science & Technology(Personal View) Applied neuroscience

Biological information processing Enhanced learning and information assimilation Neurally controlled systems Detection of deception and assessment of intent

Formal methods for information system proof Moore’s Law pays off for system assurance E.g. formally proven virtualization layer for cloud

NRC DoD STEM Workshop

August 1, 2011

The Real Issues for Defense STEM Workforce Competitiveness of US students and Universities

And associated immigration policies Commercialization and Globalization

The “terrible arithmetic” of DoD workforce and US Industrial Base National policies designed to inhibit engagement of DoD

engineers with global technology development community Globalization is a contact sport, and we’re not in contact

Career paths for DoD STEM Workforce No longer feasible: career-length tenure at cutting edge Possible remedies

• Entry-level & Senior-level fellowships• Many more IPAs (without disqualifying future engagement

with DoD)• Commercial-government rotations ala UK MOD

NRC DoD STEM Workshop

August 1, 2011

Backup: Agile Adoption Details

11

Given the current trend toward military operations using mixed Manned/Unmanned Systems ,Manned/Unmanned Systems , the Warfare Centers must acquire the technical

competency to support the required C4ISR capability for these

maritime/expeditionary systems

Integrated C4ISR For Mixed SystemsLeadership

Integrated C4ISR for combined manned/unmanned (mixed) systems

to include: conceptual design, development, testing, fielding and maintaining maritime and expeditionary C4ISR networks consisting of a combination of mixed manned/unmanned systems. This is true in general, but especially for

• Mixed Undersea Operations• Mixed MAGTF Operations • Mixed Carrier Air Operations• Mixed Surface Operations

Because maritime operations cannot guarantee communication continuity, unmanned nodes must have capability to “fight thru” intermittent connectivity

12DRAFT

Infrastructure for Information DominanceLeadership

Support Infrastructure to enable “Information Dominance” Future Navy.o All previous naval transformations have required investment

in support infrastructure (e.g. nuclear propulsion, aviation, strategic systems)

o Information Dominance will require data movement, storage, access and parsing, fusion to support warfare time lines…radical infrastructure improvements

NRDE must develop the technical competency to enable and support this transformation which will use

both commercial and Navy-specific technologies

13DRAFT

Electronic Warfare Leadership

Navy has the lead role in the Department of Defense for Electronic Warfare (EW)

146-28-10@1343

Warfare Centers must have the technical competency to maintain DoD legacy systems and support the design,

development and integration of new systems to anticipate and meet evolving threats. These must also be integrated with current and planned C4ISR

systems.

DRAFT

Counter Anti-Access and Area Denial (A2/AD) and High-end Asymmetric Threat (HE/AT) Leadership

Counter Anti-Access and Area-Denial (A2/AD) and High-end Asymmetric Threat (HE/AT) technology areas to include air, surface, subsurface, expeditionary and cyber domains. o DoN A2/AD and HE/AT technology programs must be

integrated and coordinated with Air Force and Army research organizations.

Given the global proliferation of Anti-Access and Area Denial systems and capabilities and growing High-end Asymmetric Threats (HE/AT) which

pressure the ability of U.S. maritime forces to operate freely, the Warfare Centers must have the technical competencies to support the technology

responses to these systems.

15DRAFT

Commercial Information TechnologyAgile Adoption

Commercial Information Technology Adoption to include: Understanding all commercial IT, associated standards and implementation best practices, and investigating best ways to augment the areas of technical leadership with commercial technologies (e.g. enterprise architectures, cloud computing)

Navy has committed to use of commercially available IT in all of their Enterprise Information Systems. Warfare Centers must develop

technical capability to be active participants in standards and tools development, especially with regard to Navy unique needs.

16DRAFT

Mixed Decision Making SystemsAgile Adoption

Decision making in an data rich, low bandwidth, unreliable communication environmento Communication infrastructureo Data management strategyo Agent based search and classification of data from disparate

sourceso Time critical automated heterogeneous data fusion in a COP

Given the current trend in the IT industry toward mixed decision making systems (manned and agent based),, the Warfare Centers must acquire the technical competency to shape,

adopt and adapt this capability for the Navy

17DRAFT

Software DevelopmentAgile Adoption

Software dominates control of all of our systems.o Warfare Centers must develop and maintain technical

competence to manage risk, cost, reliability in large software development projects

o Warfare Centers must also provide backup when OEM support is no longer available

o Warfare Centers must have the technical competence to provide the Naval Establishment with the ability to leverage emerging trends such as cloud computing, open source, where applicable.

The Navy needs to develop and implement a comprehensive strategy for managing software development into the future to

include revitalizing in-house software engineering competency.

18DRAFT

Power & EnergyAgile Adoption

Power and Energyo US and Global investment in new power supply, energy

storage systems very large

Results could strongly influence Navy-After-Next concepts

The Naval R&D Establishment should become aware of what is going on in the large investments

in the US and Globally in power generation and energy storage, and look to see where this work

can be shaped and, eventually, leveraged for Naval unique uses. 19DRAFT

Biology-based TechnologiesAgile Adoption

Biology-based technologies Technical breakthroughs which will enable

applications in materials science, robotics, sensors, informatics are globally driven

o Bio-inspired design, Bio-defense, Bio-based sensors, Bioinformatics.

Volatile, university-centered, venture-driven, uncertain trajectories

Naval R&D Establishment needs sufficient expertise to monitor and exploit biology-based innovation, in order avoid technical surprise.

20