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Investments in the Fourth Industrial Revolution

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THE NATIONAL SECURITY INNOVATION BASE: INVESTMENTS IN THE FOURTH INDUSTRIAL REVOLUTION Foreword by Chris Taylor, CEO COMPANIES INCLUDED AASKI Technology Inc. ERAPSCO Red River Inc. Abbott Laboratories (ABT) Esri RELX Group (RELX) Accenture PLC (ACN) Falcon Fuels Inc. Research Triangle Institute ActioNet Inc. FCN Inc. Rockwell Collins Inc. (COL) ADS Tactical Inc. FEi Systems Safran SA (SAF) AECOM (ACM) Fluor Corp. (FLR) SAIC Corp. (SAIC) Aerojet Rocketdyne Inc. (AJRD) Four Points Technology LLC Sanofi Pasteur (SNY) AeroVironment Inc. (AVAV) Fred Hutchinson Cancer Research Center SAP SE (SAP) AI Solutions Inc. Galois Inc. Savannah River AKESOgen Inc. General Atomics Inc. Science Systems and Applications Inc. Alion Science & Technology Corp. General Dynamics Corp. (GD) Serco Inc. American Type Culture Collection GlaxoSmithKline PLC (GSK) SGT Inc. Analytic Services Inc. Great Lakes Dredge & Dock Corp. Siemens Corp. (SIE) Analytical Mechanics Associates Inc. Harris Corp. Sierra Lobo Inc. Aptima Inc. Hewlett-Packard Co. (HPQ) Sigma Space Corp. Archer Western Aviation Partners Honeywell International Inc. (HON) Smartronix Inc. Arctic Slope Regional Corp. HRL Laboratories Soar Technology Inc. Astrazeneca PLC (AZN) Huntington Ingalls (HII) Sprint Corp. (S) AT&T Inc. (T) HydroGeoLogic Inc. Technologies Forensic AURA International Business Machines Corp. (IBM) Teledyne Technologies Inc. BAE Systems Inc. (BA) immixGroup Inc. Textron (TXT) Balfour Beatty PLC (BBY) InfoReliance Corp. The Shaw Group (CBI) Ball Aerospace & Technologies Corp. Insight Public Sector Inc. (NSIT) The Walsh Group Co. Battelle Memorial Institute Intelligent Automation Inc. Thermo Fisher Scientific (TMO) Bell-Boeing JP Intelligent Software Solutions Inc. Thomson Reuters Corp. (TRI) Boeing Co. (BA) Iridium Communications Inc. (IRDM) Torch Technologies Inc. Booz Allen Hamilton Inc. (BAH) iRobot Corp. (IRBT) UES Inc. Boston Scientific Corp. (BSX) Iron Bow Technologies UNICOM Government Inc. Bristol Bay Native Corp. iSYS Technologies Inc. Unisys Corp. (UIS) By Light Professional IT Services LLC J. Craig Venter Institute University of Alabama Cabrera Services Inc. Janssen Pharmaceuticals Inc. (JNJ) University of California CACI International Inc. (CACI) JF Taylor, Inc. University of Colorado CALIBRE Systems Inc. Johns Hopkins APL University of Maryland Calspan Corp. Kiewit Corp. University of Pennsylvania California Institute of Technology Kongsberg Gruppen (KOZ) University of Southern California Carl Zeiss AG Kros-Wise Inc. University of Texas Carahsoft Technology Corp. L3 Technologies Inc. (LLL) University of Washington Carnegie Mellon Leidos Inc. (LDOS) UTC Aerospace Systems CDW Corp. (CDW) LexisNexis Group (RELX) Verizon Communications Inc. (VZ) Center for the Advancement of Science in Space Lockheed Martin Co. (LMT) ViaSat Centurum Inc. ManTech International Corp. (MANT) Vision Systems International LLC CGI Group Inc. (GIB) Mapps Inc. Westat Corp. CH2M Hill LTD Massachusetts Institute of Technology WM Robotics LLC Charles River Associates International (CRAI) Medical Science & Computing LLC World Wide Technology Inc. Chemring Ordnance Inc. MediVector, Inc. Companion Data Services LLC Medtronic PLC (MDT) Cray Inc. (CRAY) Metron Inc. CSRA Inc. (CSRA) Mythics Inc. Data Link Solutions NANA Regional Corp. Decisive Analytics Corp. Northrop Grumman Corp. (NOC) Dell Inc. Omnitron Systems Inc. Deloitte PAE DLT Solutions Inc. Palantir Technologies DSD Laboratories Inc. Petroleum Traders Corp. Defense Science and Technology Laboratory Penn State DXC Technology Co. (DXC) Personalis Inc. DynCorp International QinetiQ PLC (QQ) Elusys Therapeutics Inc. Raytheon Co. (RTN) TABLE OF CONTENTS Foreword 1 Introduction & Key Findings 4 Overview 5 Section I: The Digital Sphere 9 Informatics 11 Data Science & Analytics 12 Data Collection & Normalization 13 Big Data Technology 14 Machine-to-Machine Communication 15 Connectivity 16 Sensors 17 Autonomous Engineering 18 Cognitive Systems 19 Cognitive Engineering 20 Advanced Computer Environment 21 Configurable Systems 22 Cloud Deployment Models 23 Migration Services 24 Section II: The Physical Sphere 27 Autonomous Systems 29 Unmanned Aerial 30 Robotics & Unmanned Ground 31 Unmanned Sea 32 PED Architecture 33 Advanced Materials & Manufacturing 34 Rapid Prototyping 35 Nanotechnology 36 Section III: The Biological Sphere 39 Biotechnology 41 Bioenergy 42 Biomedical 43 Genetics 44 Conclusion 45 FOREWORD 1 FOREWORD Chris Taylor, CEO Klaus Schwab, founder of the Word Economic Forum (WEF), published his book The Fourth Industrial Revolution in 2016 to coincide with the annual WEF meeting in Davos. The First Industrial Revolution occurred when the world began to use steam and water as power sources, forsaking the mule and the horse. The Second Industrial Revolution was brought about by the discovery and use of electricity, enabling mass production in factories. The Third Industrial Revolution used electronics, computers and information technology to automate production. The Fourth Industrial Revolution fuses together technologies from the Physical, Digital and Biological spheres, where the impacts of near-instant changes in technology immediately reverberate across government, business and social ecosystems. In the 20th century, the United States achieved economic and National Security supremacy by solving seemingly intractable problems with advancements in technology. Those successes, the cornerstone of America’s global providence, also lulled the nation into misinterpreting how quickly the “rise of the rest” would occur. Over the last ten years great power competitors have leapt up the innovation value chain at a pace no one predicted. America assumed it would always stay safely ahead of the rest of the world in science, defense, economics and culture and never be disrupted. That assumption was wrong. The discovery and rapid commoditization of new technologies is disrupting the way we live at an inconceivable pace. The human application of one, two or many emerging and converging technologies, and their subsequent intended and unintended outcomes, are shaping our collective future. For every positive use case for the fusion of new technological discoveries, there are equal, often multiple, negative use cases employed by our great power competitors. This is what keeps American National Security professionals up at night. The United States’ ability to innovate, as well as create and sustain the necessary momentum to keep the country ahead of our rivals is paramount. It requires the complete alignment of what President Trump’s National Security Strategy references as the National Security Innovation Base - the whole of American entrepreneurs, companies, industries, universities, research laboratories, and government agencies - to act as a network of people, knowledge, and capabilities to keep America safe. The United States must shape the new future that the Fourth Industrial Revolution brings, or it will be shaped by others who do not share American values. To achieve this alignment, three critical actions must be taken. FOREWORD 2 First, the National Security Innovation Base must realign to shape, harness and accelerate moving from ideas to solutions in order to create the momentum necessary to increase readiness and keep America ahead of great power competitors. To do this, National Security leaders must reimagine their organizations with innovation as a core pillar. Having deep visibility into innovations within their organizations from a spending perspective will lead to more sustainable reform efforts. Rethinking private-sector engagements dismantles the status quo that has become the “Tar Pit” on the other side of President Trump’s “Swamp.” Reorganizing for speed, agility, and collaboration is required to support a talent and idea-centric approach that reveals the very best solutions Americans have to offer. Current DoD innovation efforts like the Strategic Capabilities Office, DIUx, SOFWERX, AFWERX, iLab, NEXTLOG and MD-5 and its Hacking for Defense program are scalable across the National Security Innovation Base because they put problems and people at the center, and use inclusive frameworks that help develop the next generation of National Security innovators. Second, the National Security Innovation Base must have a clear and unbiased view of its current investments in Fourth Industrial Revolution technologies to determine how fast America’s waning National Security advantage can accelerate. For instance, Science and Technology (S&T) portfolios across the National Security Innovation Base are collectively inefficient because no one portfolio leader knows what all of his or her counterparts are doing in S&T. National Security leaders need access to on-demand data science tools that can create a complete taxonomy of S&T spending to help eliminate redundancy and understand what technologies have matured to deployable solutions and what investments continue to languish in the “Valley of Death”. Third, as noted by Secretary of Defense Jim Mattis in his National Defense Strategy summary, the National Security Innovation Base must greatly improve its procurement practices to optimize for speed over burdensome processes in order to deliver scalable solutions to warfighters. Using a data science approach to acquisitions analysis, inefficiencies can be aggressively discovered and dismantled. Uncertain budgets and Continuing Resolutions create confusion in an already fluid National Security environment. Achieving a clear view of how money flows
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