HII Unmanned Systems’ Post

Secretary of the Navy Carlos Del Toro announced the creation of the Navy’s Disruptive Capabilities Office (DCO) last week at the U.S. Naval #Research Laboratory Centennial Exhibition at the Pentagon. The #DCO aims to deliver innovative warfighting capability by leveraging existing and new systems and harnessing today’s exponential growth in #technology. During the 25th International Seapower Symposium (ISS), Naval Special Warfare experts presented innovative capabilities of its own, briefing its unmanned capability to naval leaders from 135 allied and partner nations. The forum provided an opportunity for subject matter experts and other NSW leaders to examine maritime #challenges and explore opportunities to strengthen readiness for maritime security cooperation and partnership. Naval Special Warfare is the nation’s elite maritime special operations force, uniquely positioned to extend the Fleet’s reach, gain and maintain access for the Joint Force in competition and conflict. 🌊 ⚓ 🔱 #NSW #NavySEALs #NavySWCC #USSOCOM #SECNAV #CNO #ISS

This book brings together the opportunities for a new naval force structure that I have attempted to describe in various articles in Line of Defence and the Journal of the RNZN. Whether or not the US Navy force structure becomes less carrier centric as advocated by the author, the need for a more numerous, distributed and networked force has been recognised by the previous two Chiefs of Naval Operations. This provides an opportunity for smaller navies to make a meaningful contribution to collective operations with capability that is within their means. I know from experience how little capacity the naval leadership has for reading and study - the day to day struggle to operate within the Board meetings cycle and the breadth of day to day challenges that must be faced tends to put paid to that. But if there is a book I would recommend to those concerned with the next generation fleet, it would be this one. The RNZN must operate across a very broad spectrum, of which combat forms a part, but which includes humanitarian operations, resource and border protection, and environmental science. I believe their are capability options and work force options that enable our navy to be effective across that spectrum, and that the concepts outlined in this book are key enablers.

Are you attending Fleet Maintenance and Modernization Symposium this week? Do you have questions about protection of lives and assets? Stop by and we can discuss solutions and even quality oversight and assurance options through the installation process. #qualityassurance #safetymanagement #roxtec #processsafetymanagement #marine

Great article from RADM Trinque on the importance of continued expanded experimentation by Commander, 7th Fleet and CG, 3D MEB of the Integrated Littoral Warfighting Concept in the Indo-Pacific AOR. Excerpt: Integration Is Not Easy “The TF 76/3 experiment required significant creativity and drive by our staff. Having built the prototype, we began educating those outside the command, in the western Pacific, and around the Navy and Marine Corps. We also recognized the dearth of experience in the larger Navy and Marine Corps with our purpose. Amphibious and mine countermeasures forces and sailors with that experience are a minority in the surface force. The Marine Corps was involved in conventional ground combat for two decades, only recently declaring Fleet Marine Force operations the priority. TF 76/3 can be the template as sailors and Marines work toward naval integration. It is natural to be comfortable with established ways and processes. However, the status quo does not always produce the best results, and we must think differently and creatively to overcome the challenges we face in the western Pacific. As a previous boss said often, our answer should not be no, but rather, yes if. . . . Yes, we can formally integrate naval forces if we build the right structures, organize correctly, include the right capabilities in headquarters staffs, and commit to bringing our talents together. TF 76/3 is the right model for the Pacific theater and is in line with the Chief of Naval Operations’ and Commandant’s vision. I was honored to command TF 76/3 and am excited for the future of the command and of naval integration.” https://lnkd.in/dmycCghp

Great insights into the current status of unmanned in action.

Huge props for the #IntelligentAutonomousSystem team at U.S. Naval Research Laboratory for supporting the demonstration of #Byght to the Office of the Chief of Naval Operations (OPNAV), ADM Lisa Franchetti and her OpNav staff. She wanted to drive home the point that the US Navy has to get better at transitioning and deploying cutting edge #technology to the Fleet at the speed of relevance. We no longer have the luxury of moving at the speed we choose—we are competing with adversaries and will often have to move at a speed dictated by them. This may make some uncomfortable, as it will be a change for how we have done business over the past 30 years. It will force us to reevaluate our processes, systems, and planning cycles. For 30 years, the pacing threat has been the ORM risk matrix and the PPBE budgeting cycle. That is no longer the case and the sooner we make the change, the better. Also, it was super cool to walk down the halls of the Pentagon with a #droid tagging along. This sight will get much more common very soon.

Leading change is more than walking a robot dog down a hallway. It’s setting an example for others to follow. It’s picking something you yourself are going to start doing differently in the next five minutes. It’s defining success with specific and measurable outcomes and working with your peers and those in your charge to make those outcomes a reality. It’s recognizing that change isn’t always popular, and committing to help others change even if you don’t personally benefit from it. In short, it’s leadership. We succeed with it, or fail without it.

🚢 Exciting news in the maritime industry! The U.S. Navy has unveiled plans to retire 48 ships between 2022-2026, marking a significant shift in naval strategy and resource allocation. These plans, now up for legislative consideration, include transferring vessels to MARAD, Foreign Military Sales (FMS), or recycling. This strategic move reflects the Navy's commitment to modernization and optimization, ensuring that resources are efficiently utilized to meet evolving defense needs. It also opens up opportunities for collaboration and partnership both domestically and internationally. Read more about this development and its implications for the future of naval operations: https://lnkd.in/edQTj7bY

Want to know how SAIC is revolutionizing the US Navy through digital innovation? Dive into our EVP of Navy, Barbara Supplee's latest blog post to explore the impact of #DigitalEngineering tools and the digital thread on naval operations. #USNavy #SAS2024

Want to know how SAIC is revolutionizing the US Navy through digital innovation? Dive into our EVP of Navy, Barbara Supplee's latest blog post to explore the impact of #DigitalEngineering tools and the digital thread on naval operations. #USNavy #SAS2024