The Future of Army’s “Future Combat Systems”

Fact:  The U.S. Army is currently in the midst of a multi-year, $6 billion software development program which it says “dwarfs Microsoft Windows.”

Analysis: The Washington Post did a long piece on the U.S. Army’s gargantuan Future Combat Systems program today, not overly critical but quite skeptical. 

Some highlights of the program itself, which has its own comprehensive site maintained by the Army: 

  • FCS is the “Big Kahuna” of Army modernization, full-on system-of-systems;
  • It’s a $200 billion program, called the most thorough modernization of the Army since WWII;
  • All depends on a massive software development effort led by Boeing; 
  • The S/W development cost alone is around $6 billion (H/W costs are much larger, for the actual weapons, tanks, etc.).

When I was serving at the Defense Intelligence Agency, I was aware that (a) everyone associated with FCS had their fingers crossed and eyes closed when talking about it; (b) everyone not associated with it used the same tone of voice about FCS as they used about FBI’s Virtual Case File and NSA’s Trailblazer – two well-known large-scale failed technology programs.  Many people who know more about FCS than I do consider it a pipe-dream (here’s a good Heritage Foundation backgrounder on the program).  Yet the program continues to spend billions and the Army is slogging on with it.

So here’s what I really think about it: Continue reading

Another Microsoft key hire

Fact: In 2007, Walt Disney shot up the ranks in two separate “Most Innovative Companies” lists. On Business Week’s annual list of “The World’s 50 Most Innovative Companies,” Disney zoomed from #43 in 2006, to #8.  Similarly, “The WIRED 40,” WIRED Magazine’s “tenth annual list of the most innovative companies in the world,” saw Disney come from nowhere – not even on the list in 2006 – to rank at #29.  

Analysis: Microsoft again made both lists, including a stellar #5 in Business Week, but rivals Apple and Google held down the top two spots on each list (trading positions).  Not to rest on its laurels, and to gain leverage against such innovative engines, Microsoft today announced it has lured away Disney’s CIO Tony Scott to come to Redmond and bring some of the Mouse’s magic way of supporting innovative spark with a robust and cutting-edge internal IT environment.

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Live may get (even more) personal

A welcome bit of news: Greg Linden, a very very smart pioneer in the personalization of information flow, has announced he is joining Microsoft, specifically Live Labs, the increasingly energetic dynamo at the heart of the company’s future online plans.  Gary Flake, who leads Live Labs, was one of the key people to convince me late last year to join Microsoft, and now Gary has convinced Linden to work on the Live team.  Linden was of course the founder of Findory.com, and before that was in on the early years of Amazon, writing its recommendation engine and leading the software team that developed Amazon’s personalization systems.  Excellent hire.

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Using Web 2.0 in a top-secret environment

Network World magazine has just posted a podcast interview which I recorded with editor Paul Desmond about a month ago, just after speaking at their “IT Roadmap” conference in December. The interview topic is “Using Web 2.0 tech in a top secret world,” and we discuss the DIA and Intelligence Community experience with social networks, wikis, and blogs.  We also discuss cloud computing, enterprise IT, SOA, IARPA, and the challenges of deploying secure software. Representative quote: “Intelligence analysts are much like ‘knowledge workers’ on Wall Street or in the media, they know what’s going on on the Internet, they know what they want, they know what they need, and it’s in the IT side’s interest to try and service them.”

At the end Paul was gracious enough to ask about my new role with Microsoft’s Institute for Advanced Technology in Governments. If your daily life has a 17-minute hole which you need to fill, then dim the lights, crank up the speakers, and mellow out to the Quiet Storm (I was using my NPR voice)….

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Moving money to the left

Fact: “[Microsoft’s internal] IT organization now spends almost 45% of its budget on new product development, as opposed to maintenance and ongoing support, a notable improvement from 30% in the past.” [source]

Analysis: An increasing challenge for our enterprise IT organization at DIA has been optimizing our performance to the point where we can take money out of operations & maintenance (O&M), and invest it instead in innovation. Why? The intelligence business demands change, reformation, and dramatically improved capabilities. Intelligence isn’t alone; at Gartner’s annual Symposium last December, “driving Innovation” was promoted as an absolute business imperative, and infrastructure consolidation and optimization was billed as a primary enabler to disinvest in tired old-school technology, allowing re-prioritization in innovative approaches.

It all comes down to moving money to the left, earlier in the enterprise IT life-cycle.

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