National Geospatial- Intelligence Agency

Transcription

1 National Geospatial- Intelligence Agency Next Generation Tasking External Partnering Approach July 7, 2015 This document is intended for the general information of NGA partners and suppliers

2 Table of Contents NEXTGEN VISION... 3 OVERVIEW... 3 MISSION- MARKET DRIVERS... 3 CUSTOMERS... 3 SUPPLIERS... 4 GOVERNMENT... 4 CHALLENGES 5 BUSINESS STRATEGY... 5 VALUE PROPOSITION... 6 EXECUTION APPROACH... 6 New Capabilities... 6 Supplier Management... 7 Timeline... 7 KEY ASSUMPTIONS... 8 FUTURE RHYTHM... 8 Page 2

3 NextGen Vision Harness the power of all geospatially- relevant sources and methodologies to collect, assimilate, and deliver predictive and responsive content. Overview The past ten years have witnessed the disruption and expansion of the geospatial and satellite markets both once the exclusive domain of NGA and the Intelligence Community and DoD. During this period the number of data and information sources available worldwide have grown exponentially as have its uses in an increasingly interdependent global world. At the same time, the landscape in which the Intelligence Community and DoD operate has seen the dramatic rise of non- traditional adversaries who rewrite the rules of the intelligence arena, habitually acting contrary to the norms of the past. This upending of the status quo has created significant challenges for the Intelligence Community challenges that require a more dynamic, responsive, and anticipatory operating posture. The NextGen Tasking (NGT) strategy outlined in this document positions NGA and its tasking organization to meet the increasingly complex and dynamic needs of the Intelligence Community, Warfighter, and the US Civil agencies. Customers Mission- Market Drivers NGA s customers are diverse. They have a wide range of missions across and beyond the US Government. Our defense and intelligence customers face increasingly challenging and complex questions and problems as traditional and non- traditional adversaries find new ways to use the wealth of available information and technology to their advantage. Our civil customers, most of whom have access to only unclassified sources, are a growing part of our customer base. Today s GEOINT customers require sources that are readily accessible and provide geospatial content that enables them to accomplish their missions more efficiently and effectively. The net impact of these trends is a growing expectation and demand for broader, higher- value data and information. These evolving customer needs, along with expanding industry capabilities, are driving NGA to change the way it does business. NGA must find new ways to assimilate sources, build integrated collection strategies use anticipatory models, and more rapidly incorporate and disseminate collection results. Page 3

4 Suppliers The geospatial and satellite supplier markets are undergoing unprecedented growth. Advances in technology and big data are opening the market to new content and context suppliers every day. The suppliers we have relied on in the past are expanding their business models and approaches as they anticipate a growth in demand and an increasingly competitive market. The influx of new non- government suppliers is bringing with them new business models that offer services the government has traditionally provided, along with the added advantage of providing additional services based on big data analytics, social media, and ever- evolving technologies. New Kinds of Data. New flavors of GEOINT content are being collected from new and diverse sources ranging from hand- held devices to outputs from a growing set of imaging constellations. This data will need to be tasked, collected, and/or assimilated via new processes, tools, and mechanisms. Growth in Services. Current commercial GEOINT partners are being joined by a diverse set of companies, both large and small, to offer services ranging from Cloud and 3D Map services to simulations and analytics extracted from big data modeling. Expanding Commercial Markets. Emerging commercial airborne such as drones, small satellites, and other geospatial service providers are growing in their ability to provide open source analysis and content. Each commercial company brings its own business model to bear on what is already a very competitive market. The implication of these shifts is an increased supplier management role that may potentially incorporate different commercial models, more purchases of services (vs. pixels), less direct collection tasking, and more assessment of impact against needs. Government Declining federal budgets and funding reductions through such legislative actions as sequestration are forcing NGA and other agencies to make smarter investment choices and better use of the investments they have in order to remain effective in their respective missions. Intelligence Community, DoD, and Congressional stakeholders are focusing attention on the need to improve collection orchestration of government, commercial, and foreign source assets in order to deliver more efficient and effective source provisioning. Page 4

5 Challenges Changing customer needs, emerging supplier capabilities, and a government- driven focus on efficiencies are driving NGA to seek solutions for a new set of Mission- Market driven challenges. The NextGen Tasking Initiative Team is identifying and implementing key people- and process- related shifts necessary to enable changing requirements, but will look to its partners and suppliers to assist in addressing four primary challenges: Challenge 1 How can NGA better achieve automated collection requests triggered by known, recurring, or expected events? Fully and partially automated processes will allow NGA to shift from person- in- the- loop to person- on- the- loop. Automating repeatable processes reduces manual workload and enables intelligence officers to focus on the more complex issues. Challenge 2 How will NGA collection officers manage and integrate information/collection needs across a much broader collection enterprise? The imaging constellations available to NGA will grow exponentially in the next few years with the arrival of small satellites. They will also offer a range of capabilities and analytical services that are worth exploring. Challenge 3 How can NGA optimally use all classified and unclassified collection systems in one comprehensive system of collectors to get the best information required? Questions can be answered using information from many sources, and the data sources available to NGA analysts will continue to explode. Challenge 4 How does NGA shift to an approach that measures the value of collected data and its contribution to answering the intelligence question? In our current construct, we measure collection success by how much data is collected. The NextGen Tasking Initiative Team fully recognizes that addressing these challenges will take strong collaboration and partnership with both government and non- government partners and suppliers. Page 5

6 Business Strategy Value Proposition As the prime broker, orchestrator, and assimilator in the customer- supplier value chain for geospatially- relevant sources, NGA will create consequences for our customers by: Expanding the sophistication of our operations increasingly relying on automation, modeling, and analytics to address complex customer needs and growing expectations for broader and more anticipatory, integrated, and effective geospatial content Brokering, coordinating, extracting, and assimilating content from an ever- expanding cadre of imagery, data, and service suppliers to ensure customers get the right content to meet their needs Execution Approach NGA will implement a multi- faceted approach to execute the NextGen Tasking strategy. This approach includes internal focus on operational and process improvements, workforce capability development and role realignments, and organizational management and relationship enhancements. NGA will look to our internal and external partners and suppliers to enable execution of the NextGen strategy by help in two broad areas critical to NGT s success: New Capabilities and Supplier Management. New Capabilities NGT will develop deeper collaboration with internal partners to build and/or acquire the capabilities necessary to operate in the envisioned environment. A key FY15/16 step is to integrate internal development resources into the NGT footprint. This integration will promote the rapid development and implementation of tools and capabilities. In parallel, we will actively pursue agile development mechanisms to facilitate just- in- time tools that allow collection professionals to react to real- time availability of data and complex cross- supplier strategy development. NGA will work with external industry partners to address the four key challenges and to develop the tools and capabilities needed to meet existing and evolving customer needs. In addition, NGT will leverage pilots to test, learn, refine, and operationalize concepts and drive enhanced capabilities in collection/decide- making speed, source and content integration, and GEOINT persistence. These pilots will include approaches to: Page 6

7 Implement analytics and models to enable predictive collection and assess value to the customer Mature automated collection strategies and deck management Expand the use of cross- INT collection strategies Increase the use and effectiveness of Open Sources Gain greater visibility and management of 1) current collection needs and priorities, 2) available content/context information and insights, and 3) capacity and capability of collection resources. Supplier Management NGA will actively engage with our government partners to forge stronger working relationships and enhanced partnership that leverage the value, experience, and capabilities that each contribute in order to provide more, and more meaningful, consequences for our customers. For emerging commercial capabilities, we will integrate the Commercial GEOINT Strategy (May 2015) into the NGT program plan and deliver commercial imagery, products, and services that meet our partner s mission needs. In parallel with the commercial strategy implementation, we will develop appropriate methods and processes to manage the broader set of commercial providers, from the allocation of requirements to the delivery of a given product or service, and the subsequent assessment of its customer value. Timeline The timeline for achieving a functioning NextGen environment, as embodied in our Vision, is FY Page 7

8 Key Assumptions Unclassified sources will drive an increasingly larger percentage of total source content collection Commercial companies will provide more GEOINT services, analysis, and content assimilation NGA will look for opportunities to operate in the open in support of our goals Required technology will be capable of automating manual processes and make connections among big data Sufficient funding and agile contractual vehicles for required capabilities, processes, skills, etc. will be available at the point of need National and IC policy changes will not adversely change our current business model and relationships The NGA workforce will adopt NextGen tenets, willingly embrace new learning curves and revise business processes to provide enhanced value to both current and evolving customer sets Future Rhythm As the saying goes, No battle plan survives first contact with the enemy. The same holds true for any business strategy once it encounters markets and customers. Consequently, our intention is to regularly reassess and modify, as needed, the NextGen Tasking External Strategy and Approach document. This frequency will enable us to address unexpected changes and events, to incorporate new strategies and plans as they evolve, strengthen/solidify existing plans to increase the success of the NextGen Tasking Initiative. Page 8