Page 14 - Williams Foundation Integrated Force Design Seminar

Designing the Integrated Force: How to Define and Meet the Challenge?

The final three military presentations focused on the challenges of shaping a more integrated force fighting
with the force you have while you are incorporating new platforms, software, communications systems and
other key assets within the ADF.

How do you fight with the force you have while you pursue development of a more integrated force?

RADM Tony Dalton, Head of the Capability Acquisition and Sustainment Group, focused exactly on that
question. “How does the legacy force come into play and affect new platform decisions? Before we can think
about a future integrated force we have to make decisions now about force upgrades and modernization.”

The shift, which needs to be made, is to ensure that upgrades and modernization of the legacy force are
informed by options to shape a more effective force. “We have to work with the projects that are already in
play and several of these simply do not point the way forward for a more fully integrated approach.”
And if we are going to open the aperture with regard to more flexible development within the force, the
challenge of how to manage cost is crucial. “If we buy an off the shelf system our schedule as well as costs
are on a solid timeline. When we Australianize a system, costs will go up 12-15% and with it schedule
slippage will occur. And if we are talking developmental systems we are looking at a 25-30% cost increase
and with it schedule slippage as well.”

The presentation by Air Commodore Leon Phillips, Director General Aerospace Maritime, Training and
Surveillance, looked at ways to reshape the acquisition and sustainment of the integrated force to address
some of the concerns raised by RADM Dalton. In this presentation, Phillips contrasted the traditional project
approach with what he referred to as a new engagement model to allow for more flexibility in development
but ways to constrain cost and shape realistic outcomes.

Put bluntly, without organizational change it would not be possible to achieve effective ways to shape
integrated design cost effectively and in light of the dynamics of software development.

Second Line of Defense

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