Vanguard Magazine

18 AUGUST/SEPTEMBER 2021 www.vanguardcanada.com INTERVIEW When undertaking transformation at scale, with the requirement to transform both the institutional and operational aspects of DND / CAF business, the divide between the business and the enabling function be- comes blurry. This is not a simple undertaking, and nor is it finite. Digital transformation is complex, and it is a journey rather than a destination. We must not try to "do" Digital. We must learn to "be" Digital. I often stress that organizations must have stamina and perseverance for digital, but although the journey will challenge us in multiple ways, it is a necessary evolution. This is less about ambition than it is about an imperative, especially when we see that there is an increased demand for informa- tion capabilities and services that are inte- grated, innovative, and capable of being adapted to rapidly changing circumstanc- es, in a challenging environment. Finally, I think that it is very important to contextualize digital for the CAF. We are not a service hub or service provider, and we can't blindly apply the digital prin- ciples that would apply to other federal institutions. So, to a certain extent, we need to define and map our digital journey for the military context – and that is what makes this so exciting! Q Given that the "digitization" aspects of Capital programs require a clearly de- fined Start and End point of an acquisi- tion, how is deconfliction between ongo- ing capital programs and O&M activities being managed? RAdm JZ: This is at the root of many ongoing discussions. I'm less and less con- vinced that we can afford the luxury of a linear model that makes absolute distinc- tions between "capital program acquisi- tion and O&M activities" in a digital age that has created the challenge of perishable technology, that can lead to consumable capability (such as in the CUAS space). Add in the idea of software-defined capa- bilities, and you can see that the old para- digm may no longer be as valid. Increasingly, capabilities will be deliv- ered by the continuously improved and upgraded software that is housed within a traditional heavy metal platform. Are those upgrades O+M, or are they in fact part of the development, acquisition, and fielding of a capability? This whole question typi- fies the cultural and process-related chal- lenges that we have to get after. CC: We must not fall into the trap of trying to frame the problem in the tradi- tional or linear approach that the military has become comfortable with. This is true even in its approach to the rollout of IT capabilities or upgrades. The digital para- digm will require a higher degree of agil- ity in both design and procurement, and iterative "innovation". We must evolve our thinking. We must also rethink the lifecycle of digital capabilities. I agree with RAdm Zwick that we need to see O&M as more fluid, and able to deal with an on-demand approach. As we consider embracing the "as a service" model for not just software, but perhaps also data, technical backbone, Aerospace Control Officers (AEC) make ideal candidates for an occupational transfer to the new Air Operations Officer (AOO) occupation. If you are interested in becoming an AOO, talk to your local Personnel Selection Officer. Photo: Sgt Paz Quillé, RCAF Public Affairs Signal Technician. Photo DND

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