Booz Allen Hamilton C4ISR Survey Summary Report€¦ · • The concept of Integrated C4ISR through...

© 2016 Market Connections, Inc.

Booz Allen Hamilton

C4ISR Survey Summary Report

January 2016

BOOZ ALLEN HAMILTON C4ISR SURVEY REPORT | MARKET CONNECTIONS, INC. | WWW.MARKETCONNECTIONSINC.COM

Contents

CONTENTS 2

Executive Summary …………………………………………..….………….............................. 3

Assessing Today’s C4ISR Challenges and Concerns………………….……..………........ 4

Priorities for Implementation..………………………………………….………………………….. 10

Integrated C4ISR Through Enterprise Integration………………………………………….. 12

The Five Main Features of Integrated C4ISR………………………………………………….. 16

Objectives & Methodology…………..................................................................... 32

About Us……….................................................................................................... 37


Executive Summary

EXECUTIVE SUMMARY 3

• Booz Allen Hamilton partnered with government market research firm Market Connections, Inc. to assess the challenges the military faces with C4ISR and receptivity to an Enterprise Integration approach to address their concerns and challenges.

• More than half of survey respondents saw interoperability across military organizations as a problem that cannot be solved without the true integration and networking of C4ISR. They also indicated an integrated approach to C4ISR would benefit their organizations.

• Survey respondents cited process and budget as the top challenges of working with legacy C4ISR systems. The technology challenges respondents face are primarily related to cybersecurity modernization and technology insertion concerns.

• The concept of Integrated C4ISR through Enterprise Integration especially resonates with the Air Force. Almost three quarters of Air Force survey respondents indicated Enterprise Integration would benefit them, versus just over half of total respondents.

• Two-thirds of respondents agree:o Incremental delivery of modular systems with integrated capabilities can enable rapid insertion of new

technologies (65%).

o Designed-in cybersecurity that infuses solutions with organic unified and multi-layered defense can strengthen cybersecurity because interoperability will be designed into systems from the beginning (64%).

o Government-owned, open architectures and standardized interfaces can allow a “plug and play” environment that will give wider access to commercial technologies (64%).


Assessing Today’s C4ISR

Challenges and Concerns


ASSESSING TODAY’S CHALLENGES AND CONCERNS 5

There are a variety of challenges and concerns military professionals face when working with traditional C4ISR systems. Please indicate on a scale of 1 to 5, how challenging the following issues are to your organization.


Operational and Cultural Challenges


There are a variety of operational and cultural challenges and concerns military professionals face when working with traditional C4ISR systems. Please indicate on a scale of 1 to 5, how challenging the following issues are to your organization.

0% 20% 40% 60% 80% 100%

Ability to manage collected data

Systems are not user friendly

Keep pace with threats

Information-sharing andinterfaces among contractors

Lack of interoperability

Ability to connect anytime,anywhere to a network

Stove-piped orstandalone systems

Sufficient bandwidth to exchangedata and information

8%

6%

8%

6%

6%

7%

7%

8%

17%

14%

10%

13%

13%

13%

8%

10%

36%

36%

36%

34%

35%

32%

34%

30%

26%

30%

30%

28%

26%

27%

30%

31%

14%

14%

15%

18%

20%

20%

21%

21%

1 – Not at all challenging 2 3 4 5- Very challenging Average

3.49

3.50

3.40

3.42

3.40

3.33

3.34

3.22

• Over half of all respondents indicate sufficient bandwidth to exchange data and information and stove-piped or standalone systems are challenging operational issues in their organization when working with traditional C4ISR systems.


Process and Budgetary Challenges


There are also a variety of process and budgetary challenges and concerns military professionals encounter when working with tradit ional C4ISR systems. Please indicate on a scale of 1 to 5, how challenging the following issues are to your organization.

0% 20% 40% 60% 80% 100%

Changing procurement rules andrequirements

Lifecycle sustainment costs

Complicated acquisition process

Long acquisition process

Lack of funding/budgetaryconstraints

4%

5%

4%

4%

5%

10%

8%

6%

7%

6%

32%

29%

29%

28%

27%

32%

32%

30%

28%

28%

22%

26%

30%

33%

34%


3.79

3.80

3.75

3.66

3.57

• Lack of funding/budgetary constraints and a long acquisition process are the top budgetary and process challenges respondents encounter when working with traditional C4ISR systems.


Technology Challenges


Finally, there are often technology challenges and concerns military professionals encounter when working with traditional C4ISR sys tems. Please indicate on a scale of 1 to 5, how challenging the following issues are to your organization.

• The majority of respondents indicate cybersecurity threats are challenging for their organization.

0% 20% 40% 60% 80% 100%

Systems are obsolete by the timethey reach the warfighter

Streamlining systemsdevelopment

Limited ability to modernize orinsert new technologies

Improving security to protectfrom cyber threats

Cybersecurity threats

10%

6%

6%

6%

8%

10%

12%

10%

14%

11%

29%

37%

32%

32%

26%

35%

29%

34%

28%

29%

16%

16%

18%

20%

26%


3.56

3.44

3.49

3.38

3.38


Challenge Differences by Military Branch


There are a variety of challenges and concerns military professionals face when working with traditional C4ISR systems. Please indicate on a scale of 1 to 5, how challenging the following issues are to your organization.

• Air Force and Navy/Marines respondents indicate streamlining systems development is challenging significantly more than other DoD respondents.

• Navy/Marines respondents indicate establishing and agreeing upon open, common and standard architecture and ability to effectively serve warfighter needs is challenging significantly more than other respondents.

Average(1=Not at all challenging, 5=Very challenging)

Total Air Force ArmyNavy/

MarinesOther DoD

Technology Challenge

Streamlining systems development 3.38 3.53 3.28 3.59 2.89

Process Challenge

Establishing and agreeing upon open, common and standard architectures

3.32 3.39 3.06 3.67 3.25

Operational Challenge

Ability to effectively serve warfighter needs

3.20 3.30 2.99 3.48 3.00

= statistically significant difference


Priorities for

Implementation


PRIORITIES FOR IMPLEMENTATION 11

Related to C4ISR, which of the following initiatives are a priority for implementation within your organization in the next 12 months?


Integrated C4ISR Through

Enterprise Integration


13

For the remainder of the survey, respondents kept in mind the following high-level description summarizing the key points of a C4ISR solution being offered to the military by a major government contracting firm. The intent of the C4ISR solution is to address the issues facing the defense acquisition community when designing, buying and implementing C4ISR capabilities.

New Concept: Integrated C4ISR through Enterprise Integration

Until recently, many C4ISR systems were designed to meet specific mission requirements, but did not take into consideration the ability to share information or interoperate seamlessly with systems outside of their mission space. As opportunities and requirements for collaboration grew, these systems were expanded and modified after they were built and fielded, typically with proprietary technology.

Warfighters and the organizations that support them need “Integrated C4ISR,” in which the individual pieces are designed as part of an enterprise system from the start. Integrated C4ISR is distinguished by five major features:

• Government-owned, open architectures and standardized interfaces

• Agile, incremental delivery of modular systems with integrated capabilities

• Collective forums that bring together operators, acquisition professionals, and engineers to support agile development of solutions that are tailored to operational and technical requirements

• Designed-in cybersecurity to infuse solutions with organic, unified, and multilayered defense

• Enterprise-oriented culture

A major government contractor is positioned to help military organizations develop and field Integrated C4ISR through Enterprise Integration by enhancing and linking capabilities in three primary disciplines: 1) engineering; 2) strategic and tactical operations; and 3) acquisition policies and processes.

INTEGRATED C4ISR THROUGH ENTERPRISE INTEGRATION

Introduction of the Concept


2%

8%

36%

32%

22%

0% 10% 20% 30% 40%

1 - Not at allbeneficial

2

3

4

5 - Verybeneficial

Concept Resonates as Beneficial to Organization

14

Concept Resonates as Beneficial

INTEGRATED C4ISR THROUGH ENTERPRISE INTEGRATION

Though the description of the Integrated C4ISR offering is brief and high-level, we are looking for your top-of-mind reaction to the concept. To what extent does this concept resonate with you as something that could benefit your organization?

• Over half of all respondents indicate the concept resonates as something that could benefit their organization.

• Air Force respondents indicate the concept resonates as beneficial significantly more than other respondents.

= statistically significant difference

Overall Average

Air Force ArmyNavy/

MarinesOther DoD

3.66 3.95 3.54 3.59 3.36

54%


15INTEGRATED C4ISR THROUGH ENTERPRISE INTEGRATION

The description of the Integrated C4ISR offering above refers to “the limits of the current C4ISR design with regard to interoper ability with systems beyond a command’s own mission space.” Do you see interoperability across military organizations as…


The Five Main Features of

Integrated C4ISR Through

Enterprise Integration


17

The following descriptions summarizing the five major features of Integrated C4ISR through Enterprise Integration were provided with each set of questions regarding the respective feature:

Government-owned, open architectures and standardized interfaces. Government and military organizations will shift away from proprietary, vendor-owned C4ISR systems to a truly open architecture that is simpler, modular, standards-based, common and shared and government-owned to ensure system interoperability and data integration. In integrated C4ISR, the government will own the architecture, the system, and the data.

Agile, incremental delivery of modular systems with integrated capabilities. Military organizations will shift away from the acquisition approach in which large systems are delivered all at once, after years of development. Instead, they will acquire smaller, modular systems with common interface specifications delivered incrementally by the full industry base and inject new innovations into the integrated C4ISR solution as soon as they are invented.

Collective forums that bring together operators, acquisition professionals and engineers to support agile development of solutions that are tailored to operational and technical requirements. Stakeholders from the technology and engineering realm can bring in their solutions to a laboratory environment to evaluate how well they interoperate with existing C4ISR platforms, assess how well they meet the real-world operational needs of warfighters and determine the best options for maintaining quality standards while rapidly fielding the capabilities.

Designed-in cybersecurity to infuse solutions with organic, unified and multi-layered defense. Early engagement of security issues in the design process, along with control over security standards and interfaces, will enable system developers to make cybersecurity an organic feature of each networked system.

Enterprise-oriented culture. In an enterprise-oriented culture, stakeholders do not think of their roles simply from a functional perspective (i.e., as a technologist, or an operator and an acquisition professional), but also from an enterprise perspective that moves them from a siloed view of the issues to networked decision making.

THE FIVE MAIN FEATURES OF INTEGRATED C4ISR THROUGH ENTERPRISE INTEGRATION

The Five Main Features


2%

6%

41%

34%

17%

0% 10% 20% 30% 40% 50%

1 - Low utility

2

3

4

5 - High utility

Would Provide Utility to the Organization

Government-Owned, Open Architectures and Standardized Interfaces

THE FIVE MAIN FEATURES OF INTEGRATED C4ISR THROUGH ENTERPRISE INTEGRATION 18

To what extent would the feature of government-owned, open architectures and standardized interfaces provide utility to your organization?

• Over half of all respondents indicate the feature of government-owned, open architectures and standardized interfaces would provide utility to their organization.

51%



To what extent do you agree with the following statements as it pertains to government-owned, open architectures and standardized interfaces?


Agile, Incremental Delivery of Modular Systems with Integrated Capabilities


To what extent would the feature of agile, incremental delivery of modular systems with integrated capabilities provide utility to your organization?

• Over half of all respondents indicate the feature of agile, incremental delivery of modular systems with integrated capabilities would provide utility to their organization.

2%

4%

39%

36%

18%

0% 10% 20% 30% 40% 50%

1 - Low utility

2

3

4

5 - High utility


Overall Average

3.64

54%



To what extent do you agree with the following statements as it pertains to agile, incremental delivery of modular systems with integrated capabilities?


Collective Forums of Operators, Acquisition Professionals and Engineers


To what extent would the feature of collective forums provide utility to your organization?

• Half of all respondents indicate the feature of collective forums would provide utility to their organization.

1%

8%

40%

36%

15%

0% 10% 20% 30% 40% 50%

1 - Low utility

2

3

4

5 - High utility


51%

Overall Average

3.53


Collective Forums Can…


To what extent do you agree with the following statements as it pertains to collective forums of operators, acquisition professi onals and engineers?

• Nearly two-thirds of all respondents agree collective forums can help develop and field systems that improve situational awareness and decision making to give warfighters unmatched superiority over current and future threats.

• Air Force respondents agree collective forums can enhance delivery of innovation to the US warfighters’ technological advantage significantly more than other respondents.

0% 20% 40% 60% 80% 100%

Enhance delivery of innovation to US warfighters’ technological advantage

Help develop and field systems that improve situationalawareness and decision making to give warfighters

unmatched superiority over currentand future threats

2%

3%

8%

7%

30%

28%

36%

37%

24%

25%

Strongly disagree Somewhat disagree Neither agree or disagree Somewhat agree Strongly agree % Agree

62%

60%

*

Enhance Delivery of Innovation to US Warfighters' Technological Advantage

Overall Average(1=Strongly Disagree,

5=Strongly Agree)Air Force Army

Navy/Marines

Other DoD

3.73 4.01 3.66 3.54 3.54 = statistically significant difference


Designed-In Cybersecurity to Infuse Solutions with Organic, Unified, and Multi-Layered Defense


To what extent would the feature of designed-in cybersecurity provide utility to your organization?

• Over half of all respondents indicate the feature of designed-in cybersecurity would provide utility to their organization.

4%

6%

33%

33%

25%

0% 5% 10% 15% 20% 25% 30% 35%

1 - Low utility

2

3

4

5 - High utility


Overall Average

3.70

58%



To what extent do you agree with the following statements as it pertains to designed-in cybersecurity to infuse solutions with organic, unified, and multi-layered defense?


Enterprise-Oriented Culture


To what extent would the feature of enterprise-oriented culture provide utility to your organization?

• Nearly half of all respondents indicate the feature of enterprise-oriented culture would provide utility to their organization.

4%

9%

38%

33%

15%

0% 5% 10% 15% 20% 25% 30% 35% 40%

1 - Low utility

2

3

4

5 - High utility


Overall Average

3.45

48%


Enterprise-Oriented Cultures Can…


To what extent do you agree with the following statements as it pertains to enterprise-oriented culture?

• Two-thirds of all respondents agree enterprise oriented cultures can strengthen collaboration among intelligence teams and warfighting units.

0% 20% 40% 60% 80% 100%

Provide greater stakeholder collaboration verticallyacross strategic, operational and tactical levels

Provide greater stakeholder collaborationhorizontally across the joint services

Improve prioritization of requirements to ensurethat cross-organizational needs are met

Strengthen collaboration among intelligenceteams and warfighting units

1%

1%

2%

2%

7%

7%

4%

2%

38%

34%

36%

31%

40%

42%

41%

44%

16%

16%

17%

22%

Strongly disagree Somewhat disagree Neither agree or disagree Somewhat agree Strongly agree % Agree

66%

58%

58%

56%


Most Resonating Feature


Which ONE of the five major concept features resonate with you the most?

• Overall, collective forums resonate most with respondents.

8%

6%

14%

22%

22%

28%

0% 5% 10% 15% 20% 25% 30%

None of the five resonate with me

Enterprise-oriented culture

Designed-in cybersecurity to infuse solutions with organic,unified, and multilayered defense

Agile, incremental delivery of modular systems withintegrated capabilities

Government-owned, open architectures and standardizedinterfaces

Collective forums


Objectives and

Methodology


Objectives and Methodology

33

The main objectives for the Booz Allen Hamilton C4ISR Online Survey were to gather data from defense decision-makers and influencers to quantify agency challenges and priorities regarding C4ISR.

From April 22 – May 13, 2015, 250 defense decision makers participated in an online survey that averaged 15 minutes in length

Throughout the report, notable significant differences are reported.

The margin of error is +/- 6% at a 95% confidence level

Due to rounding, graphs may not add to 100%

OBJECTIVES AND METHODOLOGY


11%

23%

31%

35%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Other Department of Defense agency

Department of the Navy -including the Marine Corps

Department of the Air Force

Department of the Army

Includes: OSD, DCAA, DLA, DTRA, JCS, NSA, DFAS DISA, DARPA

RESPONDENT CLASSIFICATIONS 34

Please verify the organization in the military you work for:

Military Organizations Represented• A variety of defense organizations are represented in the sample, with most respondents

working for the Department of the Army.


Contractor Selection and Management Involvement

35RESPONDENT CLASSIFICATIONS

23%

45%

68%

0% 20% 40% 60% 80%

Executive-level oversight ofprograms or projects

Management ofcontractors/consultants on

programs or projects

Routine interaction toaccomplish work

Involvement in Managing Contractors

Once Hired

5%

16%

20%

26%

27%

56%

0% 20% 40% 60% 80%

Final approval of firms

Approval of acquisition strategyor program milestones

Recommend firms and/or bids

Develop contract requirements

Evaluate firms and/or bids

Develop operationalrequirements

Involvement in Selecting Contractors

Note: Multiple responses allowed

In which of the following ways are you or have you been involved in your organization's selection of government contractor fi rms that provide C4ISR (command, control, communications, computers, intelligence, surveillance and reconnaissance) solutions?In which of the following ways are you or have ever you been involved in your organization's management of government contractor firms that provide C4ISR services once the firm has been hired by your organization?

• If a respondent did not have any involvement with selecting or managing government contractor firms that provide C4ISR solutions, the survey was terminated.


7%

2%

2%

3%

4%

4%

5%

10%

11%

13%

16%

21%

0% 5% 10% 15% 20% 25%

Other

Acquisition

Purchasing/Contracting

Human Capital

Finance and Budget

Security Operations

IT/MIS/IRM

Program Management/Execution

Logistics Management

Engineering

Executive Management/Command

Operations/Administration

RESPONDENT CLASSIFICATIONS 36

Which of the following best describes your role in your organization?

Job Role• A variety of job roles are represented in the sample, with respondents most often describing

their role as operations/administration.

Examples: Investigator, Legal,

Combat Force Development, Management,

Organizational Design


About Us


38

About Booz Allen HamiltonBooz Allen Hamilton has been at the forefront of strategy, technology and engineering for more than 100 years. Booz Allen partners with public and private sector clients across the globe to solve their most difficult challenges.

Booz Allen provides an agile and open set of situational awareness tools and transformative solutions to help federal agencies and departments integrate data, systems and people across the enterprise for mission success. Through deep and holistic expertise rooted in network-centric warfare, Booz Allen allows the government to meet their cross-organizational C4ISR needs and drive out inefficiencies while optimizing cost-effectiveness. To learn more, visit www.boozallen.com/C4ISR.

About Market Connections, Inc.Market Connections delivers actionable intelligence and insights that enable improved business performance and positioning for leading businesses, trade associations and the public sector. The custom market research firm is a sought-after authority on preferences, perceptions and trends among the public sector and the contractors who serve them, offering deep domain expertise in information technology and telecommunications, health care and education. For more information visit www.marketconnectionsinc.com.

ABOUT US

http://www.boozallen.com/C4ISR

http://www.marketconnectionsinc.com/

MARKET CONNECTIONS, INC. | 703-378-2025 | WWW.MARKETCONNECTIONSINC.COM

Laurie Morrow, Research Director

703-378-2025 ext. 101

[email protected]

Monica Mayk, Vice President of Client Services

703-378-2025 ext. 107

[email protected]

11350 Random Hills Road, Suite 800 | Fairfax, VA 22030 | 703-378-2025

www.marketconnectionsinc.com

39CONTACT INFORMATION

mailto:[email protected]

mailto:[email protected]

http://www.marketconnectionsinc.com/

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