Page 34 - Australian Defence Magazine September 2019

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DEFENCE BUSINESS
5TH GEN
deployed and fixed nodes to achieve joint ef- fects; creating a distributed agency model.
Traditional networks and data are no longer the focus. Platforms and systems must work together, integrating locally via nodes and actively collaborating via the fabric. This model is resilient and self-opti- mising, attempting to exploit any change in circumstances. It uses the available resource and the networks as they stand or is opti- mised through RESCOM.
Complexity Management Comparison
Humans manage complexity badly. Often we revert to process or over-simplification in response thereby blinding us to the real problem while worsening the outcomes. Complexity must be addressed head-on by, wherever possible, reducing the problem from the complex to the merely compli- cated (see the Cynefin framework for more detail on this).
The extent to which architecture supports these outcomes is a direct measure of how well it reduces complexity. The right archi- tecture supports these outcomes with a plat- form which, while still complicated, isolates complexity to where it is required and allows us to engineer the rest.
With the current silos and systems ap- proach, as the need for connectedness in- creases, but remains ad-hoc, and standards lag behind innovation, complexity becomes unmanageable – creating the ad-hoc model. In this model the complex problem:
(1) is treated by a short term, over-simplified solution
(2) Integration and deployment results in complex ad-hoc system-of-systems with virtual private networks or messaging but minimal unifying foundations or consis- tent interoperability. For each capability developed, almost every aspect of the func- tional and non-functional requirements must be individually addressed, resulting in significant maintenance and evolution- ary overheads – often resulting in chaos
(3)All too often this results in disorder and project failure.
In contrast, the 5th Gen AMF approach takes the complex problem and determines how it can be supported by a complicated, but engineered, solution. Once the charac- teristics of the engineered solution are de- termined it can be incrementally delivered, providing support for areas of emergent, best practice and even fire-fighting activities – creating the managed complexity model.
In this way 5th Gen AMF can simplify 360o plug-and-play integration at a tightly
coupled locale, supporting diverse plat- forms and systems integrated with a plug- and-play model providing active collabora- tion, interoperability and C2 Agility across the battlespace.
Functional and non-functional require-
not be met with standardised solutions alone. Hardware and software technology advanc- es over the last few years have meant systems such as FABRIC and RESCOM can now be engineered. There are ways of introducing them
into the existing infrastructure which, while
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34 | September 2019 | www.australiandefence.com.au
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ments can be addressed systematically in- cluding security, sharing and discovery, micro-services and cross-domain gateways, with the potential to enhance compliance and assessment with the Australian Signals
initially disruptive, will ensure continuity. It will be crucial, however, that any introduction is not hampered by existing infrastructure, pat- terns and architecture. As part of the 5th Gen AMF evolution, these issues need to be re-eval- uated and potentially require refactoring.
Through the use of new technology, the 5th Gen AMF and FABRIC can become an enduring critical asset, allowing the ADF to support specialisation on a stable founda- tion to achieve an evolving and sustainable 5th Gen Force.
Conclusion
This article applies first principles reasoning to demonstrate that Agency Advantage, as imagined in the 5th Gen AMF with FAB- RIC and RESCOM, could be the path to transforming the wider ADF into an inte- grated, networked force. Without this trans- formation, the ADF is potentially at risk of not achieving its 5th Gen Force objectives.
If the new approach is proven to have merit, the ADF must investigate, develop and validate this exciting opportunity with its key industry and global partners. If this initiative delivers on its promise, it will pro- vide the ADF with the flexible foundation it seeks to deliver rapid technological inno- vation and faster, more agile systems for the emerging and evolving 5th Gen Force. The 5th Gen AMF is core business and is a weap- ons system.
In the Art of War, Sun Tzu reflected that “Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.”
With an effective paradigm we get re- sults; without one we get confusion.
Directorate (ASD) control framework.
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Is is worthwhile?
Any new approach must work successfully and enduringly in the field if it is to be proven. There are costs and risks to reach this point. Reliable tests for merit are needed before com- mencement, by asking if the new approach:
• Unifies previously disjointed or disconnect- ed frameworks into a harmonious whole?
• Respects and describes the operational
characteristics:
• reflecting battlespace realities and laws of
physics; and
• utilising language which clearly and eas-
ily describes that domain?
• Allows us to judge the efficacy of our
choices, to recognise success?
• Provides reliable guidance to build effec-
tive, workable solutions? • Proves falsifiable?
Questioning a model demands a level of rigour, honesty, and engagement from mul- tiple parties, thereby ensuring best practice and a practical, enduring outcome.
Incorporating specialisations and new technology
Specialisation refers to the different disci- plines within the ADF, where individual specialisations use different languages and require differing technologies and systems. Inevitably communication between speciali- sations can be difficult, and their needs can-
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PATTERNS OF INTERACTION
PATTERNS OF INTERACTION
INFORMATION RICHNESS
INFORMATION RICHNESS
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