{"id":39402,"date":"2015-04-13T21:17:00","date_gmt":"2015-04-13T21:17:00","guid":{"rendered":"https:\/\/one.sightlinemg.com\/defensenews\/uncategorized\/2015\/04\/13\/kendall-dod-tech-needs-private-sector\/"},"modified":"2026-08-07T23:14:48","modified_gmt":"2026-08-07T23:14:48","slug":"kendall-dod-tech-needs-private-sector","status":"publish","type":"post","link":"https:\/\/one.sightlinemg.com\/defensenews\/industry\/2015\/04\/13\/kendall-dod-tech-needs-private-sector\/","title":{"rendered":"Kendall: DoD Tech Needs Private Sector"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">WASHINGTON \u2014 The US Department of Defense needs to do a better job of engaging Silicon Valley in its acquisition process if the US is to maintain its military technology superiority, Pentagon acquisition head Frank Kendall said Monday.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Speaking at an event at The Brookings Institution, Kendall touted the potential of the Pentagon&#8217;s new Better Buying Power 3.0 program, which officials unveiled last week.<\/p>\n\n\n\n<p>&#8220;3.0 is a focus on a culture of technical excellence,&#8221; he said, adding <span class=\"rte rte-comment\">saying <\/span>that the reform effort would not <span class=\"rte rte-comment\">be a <\/span>radically reshape<span class=\"rte rte-comment\">ing of<\/span> the acquisition process. &#8220;This is more about continuity than it is about change. The idea here is a shift in emphasis, not a fundamental break with what we&#8217;ve done in the past.&#8221;<\/p>\n\n\n\n\n\n<p class=\"wp-block-paragraph\">Technology poses a particular challenge, because the DoD&#8217;s structure does not make it attractive to many American technology companies, he said. For Silicon Valley giants with global reach, working with the DoD may not be worth the trouble.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">&#8220;We don&#8217;t have enough business to make them excited,&#8221; Kendall said. Smaller start-ups, where lots of innovation happens, are often put off by the red tape that comes with working with the Pentagon, he said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">&#8220;At the end of the day, we have to provide them with an incentive to do business with us,&#8221; he said.<\/p>\n\n\n\n<p>Kendall pointed to the F-35 joint strike fighter as an example of where the DoD&#8217;s slow-moving development process was <span class=\"rte rte-comment\">can be <\/span>outstripped by progress in the private sector. Three times during the fighter&#8217;s decades-long development, the project needed technology refreshes to keep it up to date with commercial developments.<\/p>\n\n\n\n<p>Bill Lynn, <span class=\"rte rte-comment\">III, <\/span>the CEO of Finmeccanica North America and DRS Technologies, <span class=\"rte rte-comment\">Inc., <\/span>said that in the first half of the post-Cold War period, the DoD was a &#8220;net exporter&#8221; to the private sector of technologies it had developed in-house, like GPS and early Internet breakthroughs. In recent years, the Pentagon has become a net importer of technology that it makes <span class=\"rte rte-comment\">and making it <\/span>operational for <span class=\"rte rte-comment\">a <\/span>defense applications, with the private sector taking the lead in 3-D printing, nanotechnology and IT, the former deputy secretary of defense said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">&#8220;We&#8217;re just not agile enough, we&#8217;re not fast enough, we&#8217;re not modular enough&#8221; when it comes to military information technology, Lynn said.<\/p>\n\n\n\n<p>Jason Tama, a US Coast Guard commander who is also a Brookings fellow, said part of the issue is <span class=\"rte rte-comment\">was <\/span>the cultural divide between Silicon Valley and the Pentagon. In the private sector, entrepreneurs foster &#8220;a culture of trying lots of things and failing fast and failing often,&#8221; he said, which allows them to quickly get past ideas that don&#8217;t work to ones <span class=\"rte rte-comment\">to ones <\/span>that do. Too often on large military contracts, developers invest up front in meeting the program&#8217;s requirements, then move forward.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">There are 150,000 people working in defense acquisition, 90 percent of whom are civilians. Roughly three-fifths of the DoD&#8217;s acquisition employees are between the ages of 40 and 60, putting its workforce out of step with the private sector&#8217;s workforce, Tama said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">&#8220;If you want top talent on a technical level, you&#8217;re not going to build that on the inside of the US government,&#8221; he said.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Email: <a href=\"mailto:aclevenger@defensenews.com\">aclevenger@defensenews.com<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>The Department of Defense needs to do a better job of engaging Silicon Valley in its acquisition process for the US to maintain its military technology superiority, Pentagon acquisition head Frank Kendall said 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