Vanguard Magazine

www.vanguardcanada.com AUGUST/SEPTEMBER 2021 29 Sponsored Content demic accelerating that change. In this digital age, we must embrace challenges such as global uncertainty due to increas- ing cyberthreats from both state and non- state actors, the relative ease with which adversaries can quickly adopt emerging technologies, and the ability of defence departments to respond and offer results — which otherwise could be hindered by red tape and layers of process that trade risk for time, agility, and overall value. The elaborate technology landscapes we encounter are mixed with added complex- ity and rework — leading to extra costs called technical debt — which make it difficult for our defence forces to adapt and scale at speed. That's why modern- ization, simplification, and rationalization across people, processes, information, and technology domains must be at the fore- front of any DND digital transformation. Whether it's adopting multispeed ICT models to balance delivery rate with risks to the Crown, or investing in the rapid boost of information-management capa- bilities to draw insights, increase aware- ness, and inform decisions, there's a clear need to deliver more quickly and effective- ly. Doing so aims to lower overall risks for obsolescence and supply-chain disruptions while improving cyber resilience, opera- tional effectiveness, and public-resources stewardship. National Defence's drive to be a digital leader in machine learning and AI in order to gain advantage through data—as well as its drive to build sovereign capabilities to increase self-reliance — will be critical for its success in the increasingly complex and strategically competitive security en- vironment. We must also keep in mind the importance of collaborating with the DND and CAF more deliberately and pro- actively, as well as working with local and global allies such as FVEY to gain digital advantage where there's mutual benefit. Moreover, we must be prepared to adapt quickly to changes in environment. And we must consider all of these factors in the fight for talent, given closed borders, ICT- skills shortages, and global competition for digital expertise. Despite recent increases in DND spending, there'll be increased scrutiny of government investments as the global economy recovers from the COVID-19 pandemic — so understanding and de- livering on our digital opportunities is vital. Importantly, we need to view the cyber domain and conventional-capabili- ty domains as analogous, with success in evolving digital capabilities and capacities over time resulting from sustained focus on doctrinal and domain force, and not from a bespoke transformation over a set period. Q We're all thinking about the critical importance of digital transformation and the opportunity it allows for the future of defence. What's your perspective? Carol: Defence work is incredibly diverse and conducted across many environ- ments. So strategies to deliver a future defence workforce must originate from a clear understanding of overall need com- bined with the unique experiences of the operator, the knowledge/office worker, and the task worker [e.g., logistics, main- tenance]. To enable a step change toward new ways of working, we can expect to see upheavals in cultural, educational, and policy matters, as well as a focus on digital literacy in recruitment and train- ing. But at the core of all this change is digital transformation, which offers a unique opportunity to reset how, when, and where defence work is done. Creating a seamless, reliable, and secure digital experience across multiple technol- ogies can allow a future defence workforce to better connect, communicate, and col- laborate. Virtual workers and mobile-work technologies — which are critical when on the move — are key to helping defence departments untether from traditional fixed ICT. In addition to increasing flex- ibility and productivity, digitization can offer employers an advantage in the fight for talent. The COVID-19 crisis has created both a platform and myriad opportunities to dis- rupt traditional ICT work approaches— including by accelerating digital-capability procurement and acquisition. These new ways of working in defence will need to be managed and governed through a digital operating model, thereby placing digital technologies front and centre. Q With that in mind, what are your thoughts on digital transformation's role in defence? David: The global crisis has revealed the importance of developing a strong digital backbone, not just for logistics and intel- ligence but also for the future of work, in- tegration across DND/CAF L1s, and the management of significant cost pressures that institutions such as the military will inevitably face post-pandemic. Accelerating the expansion of digital ca- pabilities across the CAF is critically impor- tant for technologies such as secure ICT platforms, 5G, and cloud computing so that these systems can receive timely, intelli- gent data insights in support of operations. While it's important to manage the inher- ent security risks of evolving and adapting technology, it must be understood that the updates themselves will help mitigate the risks of falling behind both adversar- ies and allies in the digital-transformation journey; they'll also limit risks related to combat competitiveness, interoperability, and C4ISR resilience. Digital platforms in defence are not new. Understanding the inherent complexities of relying on a common digital architecture to connect multiple missions across mul- tiple environments is crucial to harness- ing the potential benefits of a digital-first defence organization. As the modern-day technological backbone evolves, openness and connectedness with allied nations and industries alike can help protect us against our digital adversaries. To learn more about Deloitte Canada and how our capabilities can support your organization, visit Deloitte.ca or contact Matt, Carol, or David: Matt Day, Partner, Deloitte matday@deloitte.com.au Experienced in technology enabled busi- ness transformation in the public sector Carol Caughlin, Partner, Deloitte ccaughlin@deloitte.ca Experienced in developing and providing the appropriate strategies and tools for enabling people and evolving organizations to achieve their objectives David Anthony, Partner, Deloitte danthony@deloitte.ca Experienced in business and technology transformation for public service

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