Digital Strategy for the Department of the Air Force Proceedings of a Workshop Series (2022) / Chapter Skim
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3 Workshop Two, Part One
3 Workshop Two, Part One
Pages 31-47
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From page 31... ...
Allvin's interest in understanding specifically how information will improve decision making and how transformation efforts could be best sequenced to enable rapid acceleration, and Gen. Thompson's request for feedback on whether the DAF is on the right track with its digital strategy.
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From page 32... ...
Tross's mantra to fail often, fail fast, and then pivot to something else. The right multidisciplinary team makes it possible to transform at warp speed: in 7 years, BCG Digital Ventures has built more than 160 digital solutions.
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From page 33... ...
These six key success factors are imperative to develop a "bionic organization" -- in other words, instead of making one-off, standalone digital improvements, intentionally combining the human element with the technological capabilities to ensure that organizations can thrive in the face of change and uncertainty, drive breakthrough innovation, and solve significant problems (see Figure 3.1)
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From page 34... ...
During the next phase of the project, BCG Digital Ventures and the utility strengthened the operating system to scale capabilities and support successive waves of digital products. More than 40 new digital hires were made; staff have been exposed to digital processes, agile mindset, and quick decision making; and products are delivering value.
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From page 35... ...
Dr. David Bray, executive director, GeoTech Commission, Atlantic Council, and former chief information officer, Federal Communications Commission (FCC)
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From page 36... ...
Allowing people in an organization to voice their concerns is another way to shift people from being "problem holders" to "problem solvers." Dr. Bray underscored that a successful transformation starts with low-hanging quick wins, with bigger, bolder actions emerging 1 year into the transformation.
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From page 37... ...
Dr. Bray responded with the following transportation ecosystem analogy: the transformation effort would have one team focused on "roads" and the safety features of those roads, and another team focused on assembling the features of the "car" that will drive on those roads (i.e., the application)
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From page 38... ...
Its "Xcelerator" portfolio is the catalyst for the digital enterprise and is intended to scale for programs of any size. Three keys to gaining competitive advantage in this environment are the use of a comprehensive digital twin; the use of personalized, adaptable, modern solutions; and operation in a flexible, open ecosystem.
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From page 39... ...
Mr. Tutt shared an example of a startup company, Bye Aerospace, that has fully adopted digital -- its digital enterprise provides seamless transition between design and analysis.
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have successfully implemented platform-era technologies to merge their information environments with their operational environments. The successful enterprise visions of private sector leaders required developing both new technologies and data prioritization techniques.
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From page 41... ...
In closing, he advocated for the DAF to use fifth generation decision support to align, orchestrate, and instrument digital transformation solutions by tying the ribbon properly, doing what is necessary to use those decision support benchmarks, and chartering a rigorous and expedited net assessment of enterprise-level digital transformation. This net assessment, he continued, should include comprehensive benchmarking to illuminate a path for the enterprise to prioritize, sequence, and invest, with the purpose of leveraging the Advanced Battle Management System and JADC2 to ensure strategic surprise success against competitors and adversaries.
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From page 42... ...
Dr. Drew supported the notion that change management is critical to the success of any digital transformation, and she invited the panelists to share related lessons learned.
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From page 43... ...
The electronic data warehouse now serves as a comprehensive repository containing all of the clinical and research data associated with the university's medical school -- an effort that was driven by the researchers. Although the hospital was initially not very interested in this activity, its perspective has changed because the incoming data include operations and financial data.
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From page 44... ...
using data and analytics to better support decision making to increase the readiness of aircraft, ships, and submarines; and (2) creating an architecture and a data approach for warfare to connect weapons sensors and shooters.
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From page 45... ...
It also offers a way to measure outcomes and improve, with continual iteration of the models. He explained that the feedback loops are used to optimize decision making, detect anomalies, and customize entertainment based on what customers need and what is known about them: faster feedback cycles create better, more personalized customer experiences (see Figure 3.4)
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From page 46... ...
Change management is crucial for transformation, he continued, because new approaches can be viewed as threatening to teams. He suggested that organizations implement the ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement)
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The data warehouse is located behind a robust firewall, and the university stood up an organization to ensure that everyone follows the rules for access and device registration.
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