Center for Government Contracting
Heidi Shyu
Under Secretary of Defense for Research and Engineering
Department of Defense
Just as the future of warfare will depend on new technologies, networks, and concepts of operations, these enablers of change must all run through the acquisition process. The return of strategic competition with peer adversaries puts a renewed emphasis on speed and assigns value to time. The Department of Defense cannot afford multi-decade timelines to regain the clear overmatch to deter foreign aggression. Moreover, there is a clear need to bridge R&D efforts into acquisition programs to avoid promising prototypes languishing in the so-called valley of death.
- How does experimentation inform technology requirements? Have outcomes from these experiments been transitioned into acquisition programs in a timely way?
- What risks do R&D and contracting officials need to take today to ensure they reduce the risk future warfighters encounter?
- How are companies’ independent R&D aligning to support the future vision of a more attritable, composable, and networked force—even if the formal requirements aren’t there yet?
- Should Combatant Commanders take a larger role in driving change in acquisition?
- How successful has the cross-functional team model been in tying science and technology (S&T) with acquisition priorities?
- DoD has had several flexible pots of money for S&T and prototyping projects. What makes the Rapid Defense Experimentation Reserve different?