January 12, 2024
Presented by Leidos
Progress and Priorities: Jason Miller on the Biden Administration's Management Agenda
Jason Miller, Deputy Director for Management at the Office of Management and Budget (OMB), discusses the significant achievements and lessons learned from the Biden administration's President's Management Agenda (PMA). The administration made historic strides in improving customer satisfaction with federal services, addressing key pain points like passport processing, online tax filing, and veterans' prescription management. Record-high employee engagement scores reflected a deliberate focus on workforce culture, where success was rewarded, and collaboration was prioritized. Additionally, the administration embraced an enterprise-level approach to managing the federal government, saving over $60 billion through category management and improving financial assistance processes to direct more funds toward meaningful outcomes. Transparency and accountability, driven by public performance tracking and leadership alignment, were critical to these successes.
Key Takeaways:
- Customer satisfaction with federal services reached an all-time high, driven by innovations like online passport renewal and direct tax filing.
- Federal employee engagement hit record levels, supported by a culture of success and collaboration across agencies.
- Enterprise-level management saved over $60 billion and streamlined financial assistance to prioritize outcomes over overhead.
Scaling Cyber Warfare: Insights on the Future of Defense and Offense
Tim Krippendorf, Business Development Lead for Cyber and Computer Network Operations at Leidos, provides a detailed perspective on the future of cyber warfare, emphasizing the need for operations to be "big, fast, and everywhere." He outlines three critical areas for success: enhanced cyber intelligence to detect advanced persistent threats and vulnerabilities in supply chains and multi-domain combat systems; innovative offensive cyber capabilities, such as reusable exploits and advanced delivery mechanisms, to maintain operational flexibility and expand the reach of cyber operations; and advanced defensive measures to protect critical infrastructure, weapon systems, and command-and-control platforms. Krippendorf stresses the importance of integrating trusted AI and continuous research and development to stay ahead of adversaries, leveraging automation and advanced processes to address both offensive and defensive challenges.
Key Takeaways:
- Enhanced cyber intelligence is vital for uncovering persistent threats, analyzing supply chain vulnerabilities, and enabling rapid action.
- Offensive cyber capabilities must prioritize adaptability, reusability, and expanded delivery mechanisms, such as integrating cyber-electromagnetic operations.
- Defensive efforts should focus on protecting weapon systems, operational technology, and command-and-control platforms while scaling solutions with trusted AI and automation.
Driving Innovation and Speed in Defense Acquisition
Shelby Oakley, Director of Contracting and National Security Acquisitions at the Government Accountability Office (GAO), emphasizes the need for cultural change and innovative practices to accelerate defense acquisitions. She advocates for pilot programs within the Army, Navy, and Air Force to test new approaches and demonstrate how private-sector methods, such as iterative development and customer-focused innovation, can be applied in federal contexts. Oakley notes that despite recent congressional reforms, many DoD programs still face excessive delays, with average timelines of 11 years, largely due to cultural resistance to change. She highlights the importance of better planning and oversight, particularly in ship modernization and fleet affordability, as critical for avoiding delays and cost overruns. Drawing on lessons from the private sector, Oakley encourages DoD and other agencies to adopt practices that prioritize warfighter needs, deliver capabilities in shorter cycles, and foster continuous innovation.
Key Takeaways:
- Pilot programs can provide examples of innovative acquisition practices to improve speed and efficiency in federal programs.
- Cultural resistance within DoD impedes adoption of reforms, prolonging acquisition timelines despite urgent needs.
- Private-sector approaches, such as iterative development and customer-focused innovation, offer valuable insights for modernizing defense acquisitions.
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