Article

Advancing Government: How the DoD can accelerate adoption of a wide-scale digital ecosystem 

How a concerted effort to implement an enterprise digital framework will ensure that the DoD remains agile and resilient in the face of evolving global challenges 

By John Ustica, President and CEO, Siemens Government Technologies 


assessing digital transformation

The urgent need is clear:  The immediate and rapid development of a digital ecosystem is mission-critical to the future of our national security. Now more than ever, with the rise of advanced artificial intelligence technologies, the proliferation of increasingly sophisticated and aggressive cyber threats, and the resurgence of geopolitical adversaries, the ability of the Department of Defense (DoD) to leverage cutting-edge digital capabilities is paramount to maintaining strategic superiority. While many in government and the defense industry already know the foundational necessity of implementing a digital ecosystem, the current pace of adoption lags behind the urgency.

The Defense Business Board (DBB) report, “Assessment of the Department of Defense: Creating a Digital Ecosystem,” recently asserted that establishing a Defense Digital Ecosystem is a national security imperative. The report defines the Defense Digital Ecosystem as an integrated, comprehensive network of digital technologies, platforms, and processes designed to enhance the operational efficiency, strategic capabilities, and security of defense organizations.
Yet, creating such a cohesive, adaptable, and resilient digital environment across defense sectors and units will require a transformative shift in mindset
and processes.

Assessing the current landscape 

The recent DBB report comes at a time when the imperative to expedite the integration of a comprehensive digital ecosystem has never been more critical. However, as the report highlights, the need is not being met with appropriate speed. Three key findings illuminate the challenges and opportunities of embracing and implementing an extensive digital framework across the DoD.

  1. Adversary threats are rapidly advancing - One of the report’s key findings is that while the DoD has begun its digital transformation, it significantly lags behind the commercial sector in the adoption of proven capabilities. This burgeoning gap could exploit vulnerabilities in our defense infrastructure and put us behind our adversaries, who appear to be developing similar and new capabilities at a more rapid pace. The report found that the People’s Republic of China (PRC) is routinely fielding new systems in half the time it typically takes the U.S., with the PRC averaging seven years and the U.S. averaging 16.1
  2. The DoD must expedite digital transformation - The DoD faces a modern imperative to accelerate and enhance its digital capabilities, mirroring the urgency of the space race era. With the rapid evolution of technology and the sophistication of adversarial threats, the DoD’s current pace of digital integration is insufficient to meet the escalating demands of today’s conflicts and defense operations. Multiple industries, including commercial automotive, aerospace, and advanced manufacturing, continue to outpace the DoD in enterprise-wide digital transformation, leaving the DoD susceptible to falling behind faster than ever before. The report notes the major barriers to the DoD’s digital transformation include a lack of common understanding of digital ecosystems across the organization, risk aversion to implementation, workforce gaps, and resource availability.
  3. the pentagon
  4. Transformation must involve every aspect of the enterprise - For the DoD to accelerate the wide-scale adoption of digital ecosystems, change must be enacted across every aspect of the enterprise. As a result, the report recommends a comprehensive digital transformation strategy focusing on aspects of governance, IT infrastructure, culture, talent, intellectual property, and funding.

    Fundamental recommendations include:
    • Assigning a centralized authority with a funded mandate in the DoD to oversee the development of the digital ecosystem, harness independent and disparate digitalization across sectors, remove barriers and expand industry participation.
    • Establishing a common vision and taxonomy that strategically identifies, supports, and incentivizes high-impact digital initiatives likely to deliver near-term benefits, as well as establish new best practices that can be replicated in a broader transformation.
    • Developing collaboration and data exchange platforms and identifying data needs across the product lifecycle for all functional stakeholders.

Digital transformation of this magnitude will require continuous investment and broad collaboration and input from industry, including startups, primes, and commercial entities, to accelerate innovation, enable true interoperability, and sustain technological dominance.

Digital transformation in action 

Digital initiatives and digital ecosystems have emerged as a cornerstone of modern military strategy. However, implementing digital transformation on this scale is a complex and multifaceted process. It involves integrating disparate systems, ensuring interoperability across various platforms, and managing vast amounts of data securely. To drive transformation, the DoD and industry partners have undertaken highly focused pilot projects across various programs that embrace a true digital ecosystem from the outset.

digital transformation of a submarine

In 2018, the Navy established the Shipyard Infrastructure Optimization Program (SIOP) to modernize and enhance the efficiency of four public shipyards to better support fleet readiness. As part of this initiative, the Navy developed the world’s largest known digital twin of an industrial facility. Through real-time monitoring, simulation, and analysis of shipyard processes and infrastructure, the digital twin provides critical insight into how the Navy can optimize workflows, predict maintenance needs, and streamline the coordination of resources and personnel. This approach not only improves operational efficiency and reduces downtime but also facilitates data-driven decision-making, leading to more effective and timely ship repairs and upgrades.

The Air Force B-21 bomber stands as another example of how digital engineering enables the development of cutting-edge technologies and advanced aircraft in a fraction of the time. “Born digital,” the B-21 was developed using digital engineering and digital tools that enabled the team to quickly iterate designs, conduct rapid testing, and address issues early in the development process. As a result, the B-21 progressed from design to flight in just 8 years. In addition, the Air Force invested in a digital ecosystem throughout the aircraft’s lifecycle. From training and augmented reality tools allowing technicians to visualize tasks and solve problems before ever touching the plane, to easing integration of supplier parts, the digital ecosystem reduces risk, improves efficiency, and ensures the aircraft can be upgraded over the next 30 to 50 years to meet future military needs.

Similarly, the U.S. Army’s XM30 Combat Vehicle Program is developing the next generation of armored combat vehicles using a “born digital approach.” To expedite the manufacturing and fielding of new combat vehicles, which has historically taken almost two decades, the Army is using an integrated digital environment with digital twin simulations.  Allowing for comprehensive testing and refinement before physical prototypes are built, the digital approach not only accelerates development, acquisition, production, and fielding, but yields a more robust and versatile combat vehicle adaptable for future challenges.

digitally transformed plane

Embracing the digital enterprise

Aerospace and defense companies must embrace the digital enterprise across product lifecycles to ensure sustained technological superiority, operational efficiency, and strategic responsiveness. Integrating digital tools and methodologies from initial design through development, testing, deployment, and maintenance allows for a cohesive and agile approach to managing complex technologies and systems. This comprehensive digital adoption enhances precision in design and production, enables rapid prototyping and iteration, and facilitates early detection and resolution of issues, thereby reducing costs and risks.

At Siemens Government Technologies we focus on two core components of the digital ecosystem, the digital thread and digital twin. A digital thread is a communication framework that integrates data and information across the entire lifecycle of a product, from design through manufacturing to service and beyond. It ensures all stakeholders have access to a consistent and comprehensive dataset, enabling seamless collaboration and information flow and enhancing traceability, quality control, and decision-making. 

The digital thread significantly amplifies the effectiveness of comprehensive digital twin development by ensuring a continuous and integrated flow of information throughout the entire lifecycle of assets and operations. By linking every phase of an asset's life—from design and manufacturing to deployment and maintenance—the digital thread provides a rich, cohesive data environment that enhances the fidelity and utility of digital twins. As shown in the SIOP, B-21, and XM30 pilot projects, this interconnected digital ecosystem allows digital twins to be updated in real-time with the latest information, ensuring that simulations and analyses reflect current conditions and operational realities. This in turn enables more accurate predictive maintenance, optimized resource allocation, and enhanced situational awareness, thereby improving decision-making and operational efficiency. 

A call for accelerated action

The DoD stands at a pivotal juncture where the imperative to expedite the integration of a comprehensive digital ecosystem has never been more critical. In an era marked by rapid technological advancements and increasingly sophisticated threats, the DoD's ability to leverage cutting-edge digital capabilities is paramount to maintaining strategic superiority. While the DBB report raises concerns over the current pace of digital adoption, the recommendations and next steps are clear: the DoD must foster a culture of innovation, invest in digital infrastructure, and establish clear governance frameworks to streamline data sharing and collaboration. And this cannot be accomplished without strong collaboration between government and industry.

Such partnerships leverage the strengths and expertise of both sectors, combining the DoD's strategic objectives and operational insights with the private sector's cutting-edge technologies and agile development processes. Through this synergy, the DoD can access a broader range of innovative solutions, streamline procurement processes, and implement advanced digital tools more efficiently. Industry collaboration also facilitates the sharing of best practices and rapid integration of emerging technologies, ensuring that the DoD can swiftly adapt to evolving threats and maintain a technological edge over adversaries. The DBB report is a call to action for all stakeholders to dramatically accelerate the adoption of a digital ecosystem—it’s the only way to stay ahead in the fast-paced landscape of modern defense. 

About Siemens Government Technologies

Siemens Government Technologies is the wholly owned cleared U.S. subsidiary of Siemens Corporation whose mission it is to secure and modernize the largest infrastructure in the world, the U.S. Federal Government. It does so by being the leading integrator of Siemens’ innovative products, technologies, software and services in the areas of digital engineering and modeling, efficient and resilient energy solutions, and smart infrastructure modernization.

Learn more about Siemens Government Technologies’ Digitalization for Defense solutions here.

John Ustica, President and CEO, Siemens Government Technologies (SGT)  

John Ustica is the President and CEO of Siemens Government Technologies (SGT), Inc., the separate but affiliated U.S. government arm of technology powerhouse Siemens. With project teams throughout the U.S. and overseas, SGT is a cleared provider of Siemens products, technologies, and software to solve some of the most complex government challenges in energy, automation and digitalization. 

In his role as President and CEO, Ustica leads a dynamic project-focused organization working on transformative initiatives that are unlocking new levels of energy efficiency and resiliency across military bases and depots, with over $1 billion in energy programs and services under contract today. SGT technologists are at the forefront of digital transformation in government, by helping customers deploy product lifecycle management software tools and digital twins connecting the real and virtual worlds to optimize operations, predict outcomes more accurately, and reduce overall costs.  

Recognized for his contributions to local communities and industry, Ustica is a two-time recipient of Executive Mosaic’s Wash100 Award for his work in the government contracting community, and he serves on the board of directors for Tri Tool Inc., the Northern Virginia Technology Council, and the Professional Services Council. 

Read his full bio here

Back to Articles 1Source: Defense Business Board (DBB). “Assessment of the Department of Defense: Creating a Digital Ecosystem.” 2024, https://dbb.defense.gov/Portals/35/Documents/Reports/2024/FY24-03%20Digital%20Ecosystem%20-%20FINAL%20FOR%20PRINT%20with%20DOPSR%20Stamp%204-16-24.pdf.
John Ustica