Adam Evans and Associates

9 months ago we posted this.. Since then there has been a few important events. We have collated some thoughts and will publish them in the coming weeks. There is much to be done, not all of it hard and risky.

So in other words... The Australian Army plays a crucial role in Australia's National Defence Strategy by focusing on land combat and littoral operations, ensuring national security in an increasingly complex environment. The Army is modernising its capabilities with long-range strike systems and advanced equipment, ready to defend Australia’s northern approaches and work with key regional partners. "Simply put, the Army exists to defend Australia. We're optimising for coastal operations, integrating new technologies, and working with allies to deter threats. Our culture is built on trust, readiness, and service. We’re ready to adapt and protect our nation’s interests, now and in the future." There is a quote somewhere about brevity and clarity. https://lnkd.in/g5cmzJiD

We are tired of hearing that CASG is moving from Time and Materials to Outcomes based contracts. SME are exhausted from the constant struggle to remain engaged on short term contracts with huge discounts and challenging behaviours. We are bored with the constant excuse that the customer (either CASG or MSP) are unable to define the outcomes they want to see so will keep dressing up Time and Materials contracts as Outcomes. So we thought we would propose a simple 5 step plan to shift the focus, (and the value) away from the services provided and toward the outcomes expected. We're committed to enhancing Defence procurement by moving from labour hire time and materials arrangements to outcomes-based contracts. Here's one way to achieve this: 1. Assessment and Planning: Evaluate current contracts and develop a strategic plan with clear objectives and timelines. 2. Engagement and Collaboration: Engage SMEs, MSPs, and CASG staff through workshops and consultations to build consensus. 3. Capacity Building and Training: Provide training programs and resources to equip all stakeholders with the necessary skills. 4. Implementation and Piloting: Launch pilot projects to test and refine the approach, making adjustments as needed. 5. Scaling and Continuous Improvement: Gradually expand implementation, promoting continuous improvement and sharing best practices. This plan could commence today. With nearly 6 Billion Dollars invested in this model since commencement, we are certain that more could be getting done from a continuous improvement perspective, given the considerable capabilities and capacity inside CASG and each of the Major Service Providers.

We have recently updated our profile on the VDSN member directory and encourage other Victorian companies to do the same. We regularly use that resource when talking to companies here and abroad. It uses a unique service being delivered by Australian Industry & Defence Network Victoria (AIDN VIC)

Strengthening Australia's Defence: The Strategic Value of Investing in Defence-Linked SMEs In today's rapidly evolving geopolitical landscape, Australia's security and resilience hinge on our ability to innovate and respond swiftly. A key component of this capability lies in our small and medium-sized enterprises (SMEs), especially those embedded within the Defence and defence industry supply chain. Here's why the Australian Government's investment in these SMEs is crucial: 1. Enhanced National Security: By investing in SMEs that are part of our Defence ecosystem, we fortify our national security. These enterprises are often at the forefront of pioneering technologies and solutions critical to defence. Their agility and innovation are vital in keeping Australia a step ahead in an increasingly complex security environment. 2. Agile and Scalable Solutions: SMEs are renowned for their agility and ability to scale solutions rapidly. In the context of defence, this means the ability to adapt and respond to emerging threats and changing scenarios quickly. Investing in these agile entities ensures that our defence capabilities are not just robust but also responsive and adaptable. 3. Building National Resilience: A strong defence-linked SME sector contributes significantly to national resilience. These enterprises, with their deep integration in local and national supply chains, ensure that Australia's defence industry is not overly reliant on external sources. This self-reliance is critical in maintaining operational readiness and supply chain security. 4. Strengthening Global Partnerships: While focusing on Australian-controlled SMEs, we also enhance our attractiveness as a global defence partner. Demonstrating strong, capable, and self-sufficient defence industries makes Australia a preferred partner in international defence collaborations. 5. Economic and Community Impact: Investing in defence-linked SMEs goes beyond immediate security benefits. It drives economic growth, fosters innovation, and creates high-skilled job opportunities. The ripple effect of such investment strengthens not just our defence capabilities but also our communities and economy. In light of these points, it is imperative for the Australian Government to actively support and invest in SMEs within the Defence and defence industry supply chain. Doing so will not only enhance our immediate defence capabilities but also ensure long-term national resilience and economic prosperity. We need more David Pococks in decision making positions.

Sometimes simple English is better than what good staff officers and academics produce. If the requirement is not explained in simple English, it is unlikely to attract simple responses. Here we have used a similar number of words, but we have aimed to use words that convey the same meaning in simpler terms. EDT is planning to invest in projects that predict and prepare for future technology needs. They'll collaborate with experts, including those from DSTG, to develop and enhance the fields of innovation, science, and technology. These efforts are aimed at supporting future military requirements. Their initial project will follow a two-part strategy, executed in two phases. The goal is to identify and work with potential partners on specific technology projects. These projects will focus on determining how new technologies can meet the Defence's future needs. The first project will concentrate on two key areas: a. Information Warfare, particularly in the creation and use of synthetic media, which involves making or altering digital content like videos or images. b. Quantum Technologies, which covers advanced computing, communications, and sensing technologies, offering new ways to process information, communicate, and detect things. The word cloud comes from the words on the austender page. https://lnkd.in/gnuDpSMQ

The Shift from Agile SME Engagement to MSP Dominance: CASG, once known for its vibrant and dynamic engagement with Small and Medium-sized Enterprises (SMEs), appears to be further reinforcing its move to a model that might be less agile. The current focus on MSPs and structured contracts may offer certain efficiencies but could also lead to reduced flexibility and slower response times. The Need for a Balanced Approach: The challenge lies in finding a balance between the efficiency and scale offered by MSPs and the agility, innovation, and niche expertise brought by SMEs. A diverse ecosystem that includes both MSPs and a strong SME base could lead to more innovative solutions and agile responses to changing Defence needs. Impact on Capability Development: The agility of CASG directly impacts Australia's Defence capability development. In a rapidly evolving global security environment, the ability to adapt and respond quickly is crucial. There's a growing need to reassess and realign CASG's operational models to ensure they are conducive to rapid innovation and adaptation. It is clear that this is what is happening at some pace toward a CASG 2.0. What happened though to the CASG 1.1 and CASG 1.2 iterative releases giving continuous benefit to users? Collaboration and Agility: Encouraging collaboration between MSPs and SMEs could harness the strengths of both. MSPs can provide the structural support and resources, while SMEs contribute agility and specialised skills. Implementing agile methodologies within CASG, similar to the 'Team of Teams' approach, could enhance responsiveness and innovation. SMEs as a Strategic Asset: Recognising SMEs not just as transactional vendors but as strategic partners is key. Their involvement should be seen as a vital component of the national Defence ecosystem. Policies and frameworks that encourage SME participation and innovation in Defence projects should be a priority. The Way Forward: It's time to revisit and potentially revitalise the role of SMEs within CASG's framework. A strategic review focusing on agility, innovation, and collaboration could pave the way for a more responsive and effective CASG. Just because it seemed like a good idea before, doesn't mean its a good idea now. The need for agility in Defence acquisition and sustainment is more critical than ever. As we navigate complex security challenges, the approach of CASG must evolve to reflect the dynamism and innovation required for contemporary Defence strategies. Let's open the dialogue on how CASG can reinvigorate its approach to remain agile, effective, and aligned with the fast-paced nature of modern Defence needs. #DefenceInnovation #CASG #AgilityInDefence #SMECollaboration #StrategicSustainment #NationalSecurity