SPAWAR CTO: Meeting the Transition Challenge

1. SPAWAR CTO:Meeting the Transition Challenge Dr. Roger Boss – for Rob Wolborsky CTO and 7.0 S&T National Lead 17 Nov 2010 Distribution A: Approved for public release, Distribution unlimited

2. Team SPAWAR ORG Chart

3. Three Hats Worn by the SPAWAR CTO • Enhance Science and Technology (S&T) development across Budget Activities (BA 1 – 3) • Facilitate timely, efficient, and effective technology transition into acquisition programs • Manage S&T Forecasting, Assessment and Transition competency. Provide oversight of the Command's Experimentation, S&T, SBIR, ORTA, International, and Outreach Programs • Monitor the total S&T workload demand signal and manage to projected workforce requirements Interrelated and Inter-Dependent efforts in support of Technology Development and Transition TEAM SPAWAR CTO 7.0 Competency National Lead Dir. S&T SSC PAC 3

4. Imperatives to Success • Champion innovation, build value, increase intellectual capital • Contribute to strategic guidance by identifying the role specific technologies will play in the future growth of the organization • Forge robust external partnerships with S&T communities in industry, academia, and government • Transition technology into Naval capabilities rapidly, affordably and efficiently Leveraging technology is the key to both force modernization and transformation to preserve the decisive U.S. advantage across the range of military operations. Naval Transformation Roadmap

5. SPAWAR Commander’s Perspective on S&T • Key stakeholders outside of SPAWAR don’t understand our vision for S&T • Don’t immediately recognize the value • Need the “SPAWAR Decoder Ring” • Need more Warfighter involvement in defining Navy Information Dominance (ID) set of priorities • Not enough S&T transitions to the Acquisition Community • Valley of Death (VOD) • S&T that transitions does not transition fast enough • C2RPC

6. SPAWAR Commander’s Tasking Letter (10-006) • COMSPAWAR’s Tasking to CTO • Conduct an S&T assessment to identify technology gaps to guarantee ID capabilities into the future • Conduct a Systems Center S&T assessment focused on workforce, facilities and technical core competency to meet demand for ID • Develop and implement strategy for S&T development of ID capabilities across naval platforms and SYSCOMs • Identify a more coordinated process for technology development, engineering and transition. Show how S&T feeds into E2C within the 5.0 competency • Report on what is/is not working, barriers, programs/project to terminate, resources needed to accelerate promising programs

7. SBIR • $40M program to promote Research and Innovation in areas of interest to Team SPAWAR. • 71% of Team SPAWAR SBIRs transition (Navy measure) • Highest in all of Navy • Navy leads DoD

8. International Efforts Leverage, partner with, and obtain technologies from; foreign R&D academia, industry and government agencies Promote and foster International cooperative activities, initiatives, and relationships Provide input to NIPO for development of their web based KM system as tool for id of capability gaps, etc. Research countries that may be potential partners for new C4 Annexes Promote the IEP program with SSC LANT, USMC, JPEO JTRS, ONR-G and other C4 program offices

9. Business Portfolios Discovery and Invention Transport and Computing Infrastructure Integrated Cyber Operations Capability Decision Superiority Business and Force Support Information Dominance Production, Installation and In-Service Support

10. Take Aways • Develop an S&T Vision for Information Dominance • Move the walls of the VOD closer (Crevice of Death) • Take Acquisition process and back it up to S&T • Develop a prioritized set of Information Dominance objectives • Leverage the best solutions from Government, Industry, Academia, form both the U.S. and around the world at the speed of technology

11. Questions