Torch Technologies, Inc.’s Post

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Lazy staff work and bad communication at echelon cause commanders to focus on administration over warfighting. This prevents prevents delivery of predictable training and promotes buerocratic over operational competence. A start point to resolution: ⭐️ Focus on operational requirements and outputs (everything else must be complimentary). ⭐️ Set the operational aspiration (What needs to be done, where, by when?). ⭐️ Define the operational pathway to deliver the aspiration (bound by time and task). ⭐️ Build an end-to-end operations (not event) focused battle rhythm (plans, ops, and communications are a good place to start). ⭐️ Close the feedback and lessons exploitation loop (from execution through communications and into plans). ⭐️ Ensure the right people (at echelon) are involved (or at least aware and invited). ⭐️ Stay the course and don't lose focus.

This was predictable imo, JADC2/MDO is not the first Ender's Game concept to make it's way through the Pentagon, and this isn't the sign of cracks in the facade: https://lnkd.in/ehGNvMnd JADC2/MDO will likely result in a similar outcome to SDI, LandWarNet, etc: falling far short of the OV1. I think the question worth asking is wether a "shoot for the moon, land in the stars" approach is actually necessary in the DoD context to gain step-change advances rather than incremental increases in capabilities.

This is an exciting opportunity. From my days at Portsmouth in the 70's under Tom Westfall, Bill McDonough, Frank Manganaro, Pat O'Keefe, Chuck Swanson, Ernie Scheider, Pete Higgins and others I was exposed to their creative and motivated leadership on shipyard performance. At the time, SSN 637 class boats were scheduled for a one year overhaul. Two simple and visible things I remember Westfall doing: collaborating with the NRRO Rep for constructive progress and taking on the ship's force work package at no cost add. These moves alone created an atmosphere of relief and motivation, especially for the boat CO and crew. New on-time and early delivery records became common. With only four Navy yards and an excess of requirements for repairs and new construction, it cannot be left for NavSea and the shipyards alone to provide the solution. In my opinion, this is an "all of Navy" challenge to solve, from the highest levels on down. The four Senior Advisors must have active coordinated top-level shipyard and Navy access, support, and reporting responsibility. More thoughts: When boats come in for overhauls, crew members get transferred, go to schools, take leave, and may still have work packages of their own to complete, while maintaining ship safety, supporting yard work and testing. They have families that want to be with them. What demands are placed on the CO and Chief Engineer? No small matters are reactor safety and maintenance. The shipyard cannot solve crew availability issues. Type Commanders and Naval Reactors should have a role in supporting readiness here. Ideally, the shipyard needs unencumbered access to most efficiently complete a well-planned work package. And the crew needs unencumbered access to training and rest. All the while, the reactor and ship's safety must be maintained. I expect qualified manpower shortages will be a factor. What other factors/resources could contribute to an integrated solution to improving shipyard performance? Are there other lower levels of support in between overhauls that can serve to reduce shipyard scope and time? What about tender, repair ship and vendor resources for specific periodic planned availabilities to replace units or assemblies? How do we extend time between overhauls? Whatever solutions may be proposed or enacted, let us not forget the well-being of crew members and their supportive families. We must have a trained and motivated crew to meet the mission. Last but not least, steady advance funding by Congress must be part of the solution. Looking forward to hearing from the great new talent out there in the ED community who daily deal with these performance challenges.

I began my career in security, public safety and protective operations in 1983. Since that time, I have had the opportunity to witness, first hand, some tremendous innovation, all driven out of necessity. Some of those innovative technological advancements include soft body armour, collapsible defensive batons, pepper spray, digital communications and information technology, conducted energy weapons, tactical training and advanced learning and training developments to name a few. All game changers, no question. All of these innovations have served to improve our capability, bring efficiency to our operations and enhance safety across our ecosystem. Last week I was fortunate to learn about another innovative technology that will change the landscape of policing, public safety and the protective and defence technology space. The Tulmar Galeo Tactical Life Preserver. In the coming weeks, I have two goals: 1. I want to to learn more about this product and explore the opportunities it’s deployment will provide to improve the safety of the public and the persons engaged in bringing that safety into our lives; and 2. To share my experience with this product as broadly and deeply as I can in support of the communities I continue to be a part of and the communities we all collectively serve. https://lnkd.in/dVERuNxc Tulmar Safety Systems Adam Seegmiller CD “Let’s go!!”

Certainly an interesting read on how to best develop militaries in the near and long term.

New Post: First-Line Supervisors of Weapons Specialists/Crew Members - https://lnkd.in/ewe-E-t5 supervisors of weapons specialists/crew members are essential leaders in fields that involve the operation and maintenance of various weapons systems. They oversee and coordinate the activities of specialists responsible for operating weapons, ensuring their proper functioning, and safeguarding their use. In this comprehensive guide, we will explore the role of first-line supervisors of weapons…

New Post: First-Line Supervisors of Weapons Specialists/Crew Members - https://lnkd.in/e_dz36Vf supervisors of weapons specialists/crew members are essential leaders in fields that involve the operation and maintenance of various weapons systems. They oversee and coordinate the activities of specialists responsible for operating weapons, ensuring their proper functioning, and safeguarding their use. In this comprehensive guide, we will explore the role of first-line supervisors of weapons…

Commanding Generals/Officers should not recuse themselves from overseeing investigations within their command, mainly when they are stakeholders in the process, and their involvement is direct, such as participating in or making decisions relevant to what is being investigated, especially in scenarios that could result in adverse outcomes. As Commanding Generals, they embody a level of integrity and duty that transcends fundamental human biases, making it inconceivable that they would act to enhance their image or conceal information. The essence of being a Commanding General negates the possibility of bias or self-serving actions, as they are held to a standard above that of ordinary individuals, embodying principles that ensure fairness and transparency in all their conduct. …or should they recuse themselves?

Space Acquisition Blacklist: A Necessary Tool or Room for Abuse? The Space Force's acquisition chief is pushing for more authority to blacklist underperforming contractors. While the Contractor Responsibility Watch List (CRWL) is meant to hold companies accountable, there's a risk of subjectivity and potential abuse. Benefits: --> A blacklist can incentivize better performance and on-time delivery, crucial for space programs. --> It discourages companies from taking on projects they can't handle. Concerns: --> Blacklisting decisions could be subjective, penalizing companies for unforeseen challenges or shifting project goals. --> What defines "underperforming"? Missed deadlines due to unforeseen circumstances could be penalized alongside genuine negligence. --> A powerful blacklist could stifle competition and innovation if smaller players are unfairly excluded. Finding the Balance: --> Clear criteria and a transparent review process are essential to ensure fairness and avoid misuse. Perhaps a tiered system with warnings and improvement plans before resorting to a full blacklist. By striking a balance between accountability and fairness, the Space Force can ensure a thriving space industry that delivers on its promises. What are your thoughts on the potential benefits and drawbacks of an expanded CRWL? #spaceforce #acquisition #contractoraccountability #blacklist #innovation