2007 Issue 2 - Raytheon

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L E A D E R S C O R N E R Continued from page 21 TT: One of your major areas of focus — influencing enterprise-wide research collaboration and technology opportunities — requires a substantial commitment to crossbusiness engagement and knowledge sharing. How do you facilitate this dynamic in a company like Raytheon? HS: This year, I’m having a week-long IRAD meeting with all the businesses, where we’ll talk with all the technical directors to understand what capabilities their customers want, then figure out how that ties into the technology road map. With all the technical directors from the company there at the same time, what you often find is that you are trying to solve the same problem from a slightly different angle. This way, we can put our resources together and figure out the different ways of solving the same problem. So the joint IRAD week is something new this year. What I am also trying to do is give each technical area director a much broader breadth, a broader perspective of the company’s work at this IRAD review. At the same time, we have technology networks — RF technology network, EO technology network, materials and structures technology network, etc. I am going to invite them along to all these crosscompany IRAD reviews so they too can see a much bigger picture and understand the breadth of our capabilities and the problems we are trying to solve. You also want to nourish the bottom up, so I am trying to take the technology leaders and make them understand the breadth of the problems we’re trying to tackle, so they can go to the next layer and help out. TT: This year Raytheon has redefined our core markets and is looking to grow in our Strategic Business Areas. Tell us about your organization’s role in this process, and which areas you believe Corporate Technology and Research can influence most. HS: We need to expand from a single phenomenology focus to multiple phenomenologies in order to increase the information content that we can get on a target. For example, one of the Technology Challenge areas that I have set up this year is “Assured ID and Continuous Persistent Track.” There are many ways to get ID: One can use synthetic array radar (SAR) map, or 22 2007 ISSUE 2 RAYTHEON TECHNOLOGY TODAY EO imagery, IR imagery, vibrometry, hyperspectral imaging, hyper-temporal, 3D ladar, taggant, SIGINT, HRR, etc. Any one of the phenomenologies will have strengths and weaknesses. This combination will produce additional information on the target. The technical area directors have taken the initiative to work with the EC leads on Multi-INT, the ET leads on ATR, prior warfighters and users of our products, as well as the tech directors from each business. We just had a Technology Innovation Workshop in June and the tech directors from each business are identifying a crossdiscipline list of innovators from their businesses to participate. So Corporate Technology and Research can help to be the catalyst in expanding our core markets. TT: There is a new emphasis on emerging disruptive technologies and radical innovation. Tell us more about these concepts and how they can influence Raytheon’s future success. HS: When the Wright brothers helped to develop the first airplane, that was pretty disruptive because you were no longer stuck in a two-dimensional world on the ground. That is very disruptive in terms of how it changed our lives. So think of “disruptive” as something that enables you to have a capability you simply don’t have today. It is not incremental change; it is a quantum jump in capability. What we are looking for are nuggets that can provide us a revolutionary increase in terms of capability across our customer base. This year, I focused this disruptive technology effort into two tough technology challenge areas: Assured ID and Continuous Persistent Track of targets and Novel Effects. TT: In what ways can a large, super-structured company like Raytheon nurture a culture of radical innovation? HS: One of the things we need to do is not squash ideas. Sometimes we have a tendency to say “it doesn’t work,” and that statement can squash a younger engineer’s ideas so they stop attempting to come up with something innovative, because they don’t want to feel stupid. You become risk adverse, and one of the key things to do is create an environment in which it’s OK to throw out ideas, to think outside the box. Q&A With Heidi Shyu My other hat is the Air Force Scientific Advisory Board chair. One of the things that I’m always so impressed with is that young AF officers are incredibly creative in trying to figure out how to solve the problem, because they’re not restrained by the past. This younger generation is coming up with a fresh perspective in attacking the problem from a very different angle. I think we need to create that culture within our company. TT: The diversity of Raytheon’s workforce continues to grow, and with it, opportunities to broaden the company’s scope of expertise in many areas. How do you build productive, diverse teams and why is it important? HS: We each have certain experience, knowledge and education, so diverse teams are important. There are so many different ways of looking at the problem and it is the exact same thing with skill sets. That’s one of the reasons why the Air Force Scientific Advisory Board looks across 25 different disciplines and finds people from across very broad, diverse backgrounds. The problems that are brought to us are very difficult, and I’d rather have a room full of people with very diverse backgrounds thinking very differently to try to come up with solutions. TT: Can you share an experience that helped provide you inspiration or guidance? HS: I have always tried to have a mentor in my career, and talk to somebody who is probably two levels up, because I like to have somebody that has a broader perspective. We’ll periodically chat about career prospects, what you’re doing and whether you ought to do something else. TT: What are the ways we as professionals can help youngsters get excited about math and science? HS: I think you have to make the problem interesting. I applaud DARPA for having a Grand Challenge competition, in which participants design an unmanned robotic vehicle to travel a course. So what you have to do is create challenges and incite their curiosity. Kids are very curious about things and incredibly creative. If you make the problem interesting enough, you will gain their interest. You have to capture them at an early age. Bottom line: Help the kids get interested in a little problem. Challenge them and make it fun. •
onTechnology Warfighter Challenges in Urban Environments Today’s warfighter faces many challenges in the urban environment. Usually, these challenges stem from having to relearn lessons from bygone events and yet accommodate the influx of innovations in technology and emergent social context. The relearning comes about primarily from the transition of traditional force-on-force encounters — which still must be executed and effectively managed — into the much publicized re-emergent asymmetric interactions. Historically, our warfighters have intimately known asymmetric warfare and its derivatives. During the Revolutionary War, the Minutemen displayed the power of asymmetric warfare against the British. During World War II, as the allies advanced across Europe, the warfare devolved into the house-by-house urban conflicts resembling today’s engagements. But much is different as well. New locations with new cultures provide challenges that previously have not been encountered, or have little commonality in social structures and norms. In short, the evolution of technology across the globe has developed other new challenges — both as capabilities for, and obstacles to, the warfighter. One of the most significant recent operational challenges is the integration and transition of the operational environment into a continuum, with the open-field foreign force projection of traditional warfare on one end, and the civil support aspects of homeland defense and homeland security domains at the other. This merged environment isn’t the familiar force-on-force scenario complete with neutral parties and bystanders; rather it’s a complex environment of socially ambiguous people groups and multifaceted structures and subterranean areas. Phrases like PMESII (political, military, economic, social, information, infrastructure), DIME (diplomatic, informa- Y E S T E R D A Y … T O D A Y … T O M O R R O W ARCHITECTURE & SYSTEMS INTEGRATION Foreign Ops Homeland Defense Ops Homeland Security Ops Civil Ops 3 Block War Stabilization Disaster Response Force on Force Asymmetric Operations tion, military, economic) and MIDLIFE (military, information, diplomatic, law enforcement, information warfare, financial, economic) are used to illustrate the complexity of the problem sets being addressed across strategic, operational and tactical levels. The modern-day warfighter is further challenged with increasing shifts in technology and operational tempo. On one side, technology migration favorably impacts capabilities available to the warfighter. However, these technologies often have deployment processes and availability time cycles that become problematic in the face of evolving operational tempos and the asymmetric enemy’s adaptability. These detrimental deployment-driven effects on the warfighter are exacerbated by trends to increase the efficiency of our troops. In other words, the expectation is to accomplish more with less by engaging fewer people (but with more skills individually), less equipment, less organizational structure and lower cost of execution. One particularly ubiquitous technology need is in the area of communications and the related field of interoperability. Communications needs are escalating — Military Operations Other Than War The problem space being addressed by the warfighter has expanded significantly. more bits are needed by more users who are working in a more net-centric environment. This communication capability is also needed in very harsh, communication-dense urban terrains with complex building structures to be traversed. In this environment, there is very little tolerance to latency, data loss, and information and presence compromise. On the other hand, these communications and information-sharing networks need to interoperate with, and quickly adapt to, more systems, groups and domains than ever before. Additionally, policies that enable these technologies for deployment are slow to change, because demonstrated improvement is required before lives are put on the line. Although today’s evolving landscape is challenging for the warfighter to navigate, there are mechanisms, born from technology, that are available to help. One mechanism is truly a recent addition to the world’s arsenal: net-centric capabilities. Not only does this general approach — brought about by unprecedented levels of information connectivity — provide operational advantages to the warfighter operating in command Continued on page 24 RAYTHEON TECHNOLOGY TODAY 2007 ISSUE 2 23
Page 1 and 2: Technology Today HIGHLIGHTING RAYTH
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Page 5 and 6: Ensuring That Our Systems Can Be Tr
Page 7 and 8: ISSE Process DIACAP DoDIIS NIST Dis
Page 9 and 10: al information systems (MNIS). MNIS
Page 11 and 12: Data Validation Data Feed 1 Large F
Page 13 and 14: diagnose attacks/bugs/errors; gener
Page 15 and 16: ated a functional prototype wireles
Page 17 and 18: Feature Information Assurance and S
Page 19 and 20: Figure 1. User CONOPS/E-mail Figure
Page 21: L E A D E R S C O R N E R Heidi Shy
Page 25 and 26: Short-term Benefits Faster Code Dev
Page 27 and 28: onTechnology The Benefits of Galliu
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Page 31 and 32: 2007 SEPG Conference Continuing its
Page 33 and 34: Getting to Know Your Raytheon Certi
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Page 37 and 38: When you help a student master the
Page 39 and 40: International Patents Issued to Ray

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