L'US Army développe un concept innovant de collaboration drones – robots

On the same subject

• 

  December 9, 2020

  NATO needs a strategy for emerging and disruptive technologies

  By: Lauren Speranza and Nicholas Nelson The incoming Biden administration is expected to reassert ties with Europe, hoping to leverage America's allies and partners at NATO in the great power competition with China and Russia. As U.S. and European leaders set their collective agenda at the next NATO summit, a top priority should be establishing a NATO framework for emerging and disruptive technologies (EDT). For the United States, it is important that the alliance adapt together to defend against algorithms and bots, as much as bullets and bombs. Europe shares this mindset but differs from the United States on key defense tech issues, such as regulation, data, and stakes in national champion companies. To avoid the dangerous transatlantic rifts of the last four years, Brussels and Washington must bridge that gap and forge an alliance approach to EDT. NATO has acknowledged the need to harness the power of such technologies, but current efforts have produced innovation theater, as opposed to fundamental organizational change. NATO lags behind in critical areas such as 5G, hypersonics, artificial intelligence (AI), unmanned systems, and quantum science. In the past, NATO has used frameworks to get member states to agree on priorities, dedicate resources, and empower authorities to act. Looking to the next NATO summit, transatlantic leaders should champion an EDT framework built around four practical pillars: Establishing an organic assessment and coordination capacity at the strategic level. To fulfill its potential as the transatlantic coordinating tool on the security dimensions of EDT, the alliance needs an in-house capability to assess challenges driven by rapidly evolving technologies. It must examine the advantages and vulnerabilities of adversaries and competitors, as well as gaps in NATO's approach and capabilities. NATO must explore how EDT can be applied to tackle below-threshold threats, enhance defense planning, boost exercises, and support decision-making. Building on ongoing efforts, this should occur at the strategic level of the alliance, fusing civil and military perspectives and data to inform the development and introduction of cutting-edge EDT. It must also include a more robust mechanism for aligning capabilities and gaps across members, key partners, and the European Union. As defense budgets contract amidst the Covid-19 crisis, this approach will maximize return on investment and improve NATO's strategic edge. Seeding the market by improving engagement with industry. A strategic assessment function will not be valuable unless industry leaders are engaged and incentivized. NATO needs to connect to the private sector early and often, clearly communicating its priorities and requirements while providing accessible opportunities for industry, including non-traditionals, to readily sell into the alliance. Too often national and international defense organizations do not provide discernable paths to revenue for these companies, artificially limiting their industrial bases. The long lead times for these projects are often unattractive or unfeasible, especially for small companies and start-ups where radical innovation takes place. To remedy this, the alliance should look to the U.S. Department of Defense, which has succeeded in attracting startups and non-traditionals to its ecosystem through rapid awards, proof-of-concept contracts, and matching venture capital funds that start-ups receive. Enhancing standardization and interoperability by creating a system of systems. To meet the challenges of future warfare, the alliance must be able communicate and operate across militaries, capabilities, and domains. This requires more standardized, secure, and resilient platforms, systems, and infrastructure. NATO needs an EDT strategy for integration, not just innovation. Leading candidates for Biden's Pentagon team have emphasized this priority, supporting a CJADC2 concept – a “network of networks” to ensure reliable command and control. The alliance should leverage CJADC2 as a better framework for standardization and interoperability, paving the way for more complex joint operations. This requires a change in doctrine and a shift away from platforms to create a system of systems. Going forward, NATO needs this same approach to rapidly develop and deploy emerging defense and dual-use technologies for conventional and hybrid conflicts. This involves placing big, transformative bets on critical technologies, such as unmanned air and maritime systems, artificial intelligence (AI), and hypersonics. Coordinate with the EU. NATO should better leverage its ability to assign capability and spending targets to encourage its members to innovate. For instance, to complement the 2 percent of GDP defense spending benchmark, NATO could mandate that allies invest a certain portion of that into emerging technologies. It should also rework the 2 percent metric to include civilian investment in dual-use technologies that may fall outside of traditional defense budgets. Where NATO lacks the capacity to enforce these standards, the European Union brings the legislative and budgetary authority to promote them. NATO and the EU should coordinate research and development, provide seed funding toward these targets, and reinforce them with legal tools where possible. NATO and the EU should also initiate a strategic dialogue to address fundamental issues of tech governance and data sharing. The ability to employ emerging and disruptive technologies more effectively than competitors such as China and Russia will shape the global role of the United States and the transatlantic alliance in the coming decades. NATO has begun to talk the talk, but now it must walk the walk. https://www.defensenews.com/opinion/2020/12/08/nato-needs-a-strategy-for-emerging-and-disruptive-technologies/

• 

  September 9, 2020

  JUST IN: New Navy Lab to Accelerate Autonomy, Robotics Programs

  9/8/2020 By Yasmin Tadjdeh Over the past few years, the Navy has been hard at work building a new family of unmanned surface and underwater vehicles through a variety of prototyping efforts. It is now standing up an integration lab to enable the platforms with increased autonomy, officials said Sept. 8. The Rapid Integration Autonomy Lab, or RAIL, is envisioned as a place where the Navy can bring in and test new autonomous capabilities for its robotic vehicles, said Capt. Pete Small, program manager for unmanned maritime systems. “Our Rapid Autonomy Integration Lab concept is really the playground where all the autonomy capabilities and sensors and payloads come together, both to be integrated ... [and] to test them from a cybersecurity perspective and test them from an effectiveness perspective,” Small said during the Association for Unmanned Vehicle Systems International's Unmanned Systems conference, which was held virtually due to the ongoing COVID-19 crisis. Robotics technology is moving at a rapid pace, and platforms will need to have their software and hardware components replaced throughout their lifecycles, he said. In order to facilitate these upgrades, the service will need to integrate the new autonomy software that comes with various payloads and certain autonomy mission capabilities with the existing nuts-and-bolts packages already in the unmanned platforms. “The Rapid Autonomy Integration Lab is where we bring together the platform software, the payload software, the mission software and test them,” he explained. During testing, the service will be able to validate the integration of the software as well as predict the performance of the unmanned vehicles in a way that “we're sure that this is going to work out and give us the capability we want,” Small said. The RAIL concept will rely on modeling-and-simulation technology with software-in-the-loop testing to validate the integration of various autonomous behaviors, sensors and payloads, he said. “We will rely heavily on industry to bring those tools to the RAIL to do the testing that we require,” he noted. However, the lab is not envisioned as a single, brick-and-mortar facility, but rather a network of cloud-based infrastructure and modern software tools. “There will be a certain footprint of the actual software developers who are doing that integration, but we don't see this as a big bricks-and-mortar effort. It's really more of a collaborative effort of a number of people in this space to go make this happen," Small said. The service has kicked off a prototype effort as part of the RAIL initiative where it will take what it calls a “third-party autonomy behavior” that has been developed by the Office of Naval Research and integrate it onto an existing unmanned underwater vehicle that runs on industry-made proprietary software, Small said. Should that go as planned, the Navy plans to apply the concept to numerous programs. For now, the RAIL is a prototyping effort, Small said. “We're still working on developing the budget profile and ... the details behind it,” he said. “We're working on building the programmatic efforts behind it that really are in [fiscal year] '22 and later.” The RAIL is part of a series of “enablers” that will help the sea service get after new unmanned technology, Small said. Others include a concept known as the unmanned maritime autonomy architecture, or UMAA, a common control system and a new data strategy. Cmdr. Jeremiah Anderson, deputy program manager for unmanned underwater vehicles, said an upcoming industry day on Sept. 24 that is focused on UMAA will also feature information about the RAIL. “Half of that day's agenda will really be to get into more of the nuts and bolts about the RAIL itself and about that prototyping effort that's happening this year,” he said. “This is very early in the overall trajectory for the RAIL, but I think this will be a good opportunity to kind of get that message out a little bit more broadly to the stakeholders and answer their questions.” Meanwhile, Small noted that the Navy is making strides within its unmanned portfolio, citing a “tremendous amount of progress that we've made across the board with our entire family of UVS and USVs.” Rear Adm. Casey Moton, program executive officer for unmanned and small combatants, highlighted efforts with the Ghost Fleet Overlord and Sea Hunter platforms, which are unmanned surface vessels. The Navy — working in cooperation with the office of the secretary of defense and the Strategic Capabilities Office — has two Overlord prototypes. Fiscal year 2021, which begins Oct. 1, will be a particularly important period for the platforms, he said. “Our two Overlord vessels have executed a range of autonomous transits and development vignettes,” he said. “We have integrated autonomy software automation systems and perception systems and tested them in increasingly complex increments and vignettes since 2018.” Testing so far has shown the platforms have the ability to perform safe, autonomous navigation in according with the Convention on the International Regulations for Preventing Collisions at Sea, or COLREGS, at varying speeds and sea states, he said. “We are pushing the duration of transits increasingly longer, and we will soon be working up to 30 days,” he said. “Multi-day autonomous transits have occurred in low- and high-traffic density environments.” The vessels have already had interactions with commercial fishing fleets, cargo vessels and recreational craft, he said. The longest transit to date includes a round trip from the Gulf Coast to the East Coast where it conducted more than 181 hours and over 3,193 nautical miles of COLREGS-compliant, autonomous operation, Moton added. Both Overload vessels are slated to conduct extensive testing and experimentation in fiscal year 2021, he said. “These tests will include increasingly long-range transits with more complex autonomous behaviors,” he said. "They will continue to demonstrate automation functions of the machinery control systems, plus health monitoring by a remote supervisory operation center with the expectation of continued USV reliability." The Sea Hunter will also be undergoing numerous fleet exercises and tactical training events in fiscal year 2021. “With the Sea Hunter and the Overlord USVs we will exercise ... control of multiple USVs, test command-and-control, perform as part of surface action groups and train Navy sailors on these platforms, all while developing and refining the fleet-led concept of operations and concept of employment,” Moton said. https://www.nationaldefensemagazine.org/articles/2020/9/8/navy-testing-new-autonomy-integration-lab

• 

  July 21, 2020

  Startups Need Free Data To Work With Army: Venture Capitalists

  Because open-source software lacks the same kind of cyber certification that comes with more sensitive information, it is fertile ground for start-ups looking to work on military data, provided each service makes an open-source library available. By KELSEY ATHERTONon July 20, 2020 at 7:01 AM ALBUQUERQUE: Venture capitalists want the Pentagon to be a good market. But for an industry that makes many unsuccessful bets in the promise that just a few pan out spectacularly, marketing software exclusively to the Pentagon poses an almost unacceptable risk. To ease startups into contracting, investors suggest the Army should provide unclassified, open-source data as the Air Force already does. Near the top of his investors' wishlist, says Stu Solomon, CTO of intelligence provider Recorded Future, is removing “a lot of the friction necessary to get innovation into the government without having to be directly aligned or affiliated with the big solution integrators.” Hitching new technology to a company already firmly ingrained in the Pentagon's ecosystem is a popular way to shepherd new software through the acquisitions process. It is also partly explains how, despite hundreds of millions of dollars in military contracts going to Silicon Valley companies, tech adoption seems as slow from the Valley as elsewhere. Solomon's remarks came during a panel at AFCEA's 2020 AFCEA Army Signal conference. Recorded Future was founded in 2008, received early funding from IN-Q-TEL, received a contract from DIU in 2017, and a contract from Cyber Command in 2020. Much of Recorded Future's product is built on ingesting open-source information and offering analysis. As a feature, that meant the company could sustain itself in the commercial market, selling enterprise software, while still planning long-term to contract with the military, DHS, and intelligence services. “If you think this is eventually going to be a market that matters to you, you're not going to be able to wait four years for the procurement process to mature as your product matures,” said Elizabeth Lawler, founder of Founder of AppLand. If a startup's focus is solely on processing classified data, the capital investors need to be aligned directly with that goal to fund it since getting certified to handle classified material is one of the major sources of cost and friction. “My current startup, focused on providing real-time up-to-date software images, works on things that are less sensitive as a starting point,” said Lawler, “for example, some of the code bases in the Air Force's open source code repository.” Because open-source software lacks the same kind of cyber certification that comes with more sensitive information, it is fertile ground for start-ups looking to work on military data, provided the service makes an open-source library available. “When it comes to this Valley of Death, I really view what we do when we start companies as an awful lot like a really difficult special forces mission,” said Andy Palmer, co-founder and CEO of data management company Tamr. “When you go in, you drop onto the ground to start a company, with a small team of people, and limited resources, and what oftentimes feels like an unreasonable objective. It's hand to hand combat for much of it, it's not pretty. The goal is survival.” So, if the Army wants to bring new data tools to the battlefields of the future, it could start by creating open-source environments that allow companies to solve problems, at a smaller scale and without the hurdles of classification, suggested several panelists. https://breakingdefense.com/2020/07/startups-need-free-data-to-work-with-army-venture-capitalists/