A highly experienced, proactive, and versatile complex Programme Manager specialising in Coalition, Command and Control, Computers, Communications, Cyber Electromagnetic Activity, Intelligence, Surveillance and Reconnaissance (C6ISR) covering both commercial and military integration, change and business process re-engineering. Has significant international experience and background in Information Communication Service integration and delivery in multi-national military/commercial environments. Delivered a series complex, multi-stakeholder programmes requiring finesses and astute decision making in order to achieve successful outcomes in ‘pressured situations’. He has orchestrated significant multi-national programmes, policy and organisational improvements and delivers added value resulting in quantifiable fiscal and efficiency savings
This is a think piece rather than an academic paper by 'operators' who have delivered Information... more This is a think piece rather than an academic paper by 'operators' who have delivered Information Advantage capabilities in austere and demanding environments. It provides an insight albeit parochial to enable a wider debate. The development of innovative and agile capability centred on Information Advantage within the MoD is rooted in a number of significant and major society, economic and cultural issues which are affecting not just how it as an organisation is engaged within the world but also how we are engaged as individuals and also how we as individuals fit within our various 'tribes', communities and organisations. The MoD is at an inflexion point-the development of Information Advantage capabilities within the wider commercial sector is outstripping the MoDs ability to keep pace across people, process, money, technology and capability. This tempo will, if not addressed affect how the MoD and its force elements across all environments will deliver effective and efficient combat power in the contemporary operating environment. This is not just about technology-it demands all Defence Line of Development to be addressed in concert, which requires a root and branch re-assessment of how to deliver the organisational and mission outcomes being sought by operational users. The commercial environment and recent operational experience by commanders at all levels during the Long War offers an opportunity to implement the required Information Advantage culture and winning ways the MoD seeks. At present the MoD considers this to be fundamentally a technology-led requirement, however, experience from both commercial and the Long War indicate the contrary. It is a change which requires significant and enduring leadership with a commitment over a significant period of time (5 to10 years)-which will run counter to the majority of MoD career and human capital processes. These changes will also require the MoD to look outside its organisational structure for suitably qualified and experienced personnel and retain them for the duration of the implementation in order to foster a hold to account for both performance and delivery. The approach being recommended within this paper is readily available and requires the MoD to reconsider its approach toward the management, coordination and delivery of Information Advantage, which will be applicable to all environments, and particularly useful for the outlining of interoperability and coherency between the key MoD premise of precision strike, stealth and intelligence, surveillance and reconnaissance. It will also demand a root and branch change in MoD training methods of commanders and COS' at all levels to ensure they are sufficiently demanding of their C6ISR staff, rather than allowing these specialists to continue as members of an exotic tribe who frequently fail to understand the challenges of an information driven world. These new skill sets require a wider purview than just technology, deeper than telecommunications and more ambiguous than engineering. They demand multi-skilled people who can confidently operate in a world shaped by ambiguity during times of peril. The demand for 'arts' degrees will increase, as commanders become adept with social media, information management and fake news as they are with fire plans and operational orders. 2 Authors: Howard Tweedie-a DV cleared Portfolio, Programme and Project (P3M) practitioner with in-depth practical knowledge of delivering significant P3M initiatives in both Public Sector (Defence) and Commercial environment. His last public-sector appointment was the delivery of the UK MoDs Electronic Surveillance Centre both from an operational capability perspective and the delivery of appropriate Cyber Electromagnetic Activities (CEMA) policy to support organisational outcomes. This was followed up with operational tour to Sierra Leone defining the emergency response centre for the national security council for post Ebola recovery. Both these deliveries required significant interface with Partners Across Government and international partner agencies (most notably in the US). Since leaving the service Howard has been engaged as a consultant/advisor working for a range of technology organisations both nationally and international-specifically in the delivery of cloud-based information services and Information Assurance field. Howard has just completed a role in Special Projects supporting UK and US force elements for current operations in the Broader Middle East. Christiaan Hesse-a DV cleared P3M practitioner and Change Management expert who specialises in the planning, design and delivery of disruptive, high value/high impact programmes and projects. He specialises in working in uncertain, multi-stakeholder environments and building frameworks to turn 'big-picture' policy into requirements and work streams that generate observable benefits. He has worked in both the public and private sectors including UK MOD, Home Office and Foreign and Commonwealth Office and multinational corporations including brokering novel arrangements for teaming and contracting within the defence sector. Christiaan has worked in Western and Eastern Europe, the Middle-East and South America and is currently developing the benefits package and building the governance regime that underpins a Five Eyes programme to accelerate interoperability between Australia-Canada-New Zealand-UK-US cross-Government organisations.
Innovation and Creativity using Afghanistan Mission Network to inform the delivery go Information... more Innovation and Creativity using Afghanistan Mission Network to inform the delivery go Information Advantage
A presentation for an open source conference on Information Warfare within the Maritime Domain an... more A presentation for an open source conference on Information Warfare within the Maritime Domain and the necessary steps required to put in place and holistic plan to deal with the contemporary operating environment
The developments since the delivery of the Levine reforms and SDSR 15 and the requirements of the... more The developments since the delivery of the Levine reforms and SDSR 15 and the requirements of the National Strategy for Maritime Security published in 2014 demand a plan from the Naval Service which sees the development of an approach which is owned and managed by the organisation and commences the re-building of the Naval Service re-engagement with civil society such that it has a broader constituency than hitherto and brings to bare the fundamentals of maritime in the post BREXIT narrative
A review of RN capability implications as it engages the Information Warfare paradigm and its cas... more A review of RN capability implications as it engages the Information Warfare paradigm and its casual impacts on operational design and capability
The digital challenge for UK defence and how it needs to exploit information capabilities rather ... more The digital challenge for UK defence and how it needs to exploit information capabilities rather than CIS and platforms
Experiences of implementing AMN and applicability to the delivery of Information Advantage to the... more Experiences of implementing AMN and applicability to the delivery of Information Advantage to the UK MoD
The need of a strategic plan for the RN to ensure it engages with UK Society at large and meet it... more The need of a strategic plan for the RN to ensure it engages with UK Society at large and meet its national security outcomes is becoming critical. This plan should be in the first instance owned and developed by the RN and should review current outcomes and effects with a view as to how the RN will look both now and in the future.
This is a think piece rather than an academic paper by 'operators' who have delivered Information... more This is a think piece rather than an academic paper by 'operators' who have delivered Information Advantage capabilities in austere and demanding environments. It provides an insight albeit parochial to enable a wider debate. The development of innovative and agile capability centred on Information Advantage within the MoD is rooted in a number of significant and major society, economic and cultural issues which are affecting not just how it as an organisation is engaged within the world but also how we are engaged as individuals and also how we as individuals fit within our various 'tribes', communities and organisations. The MoD is at an inflexion point-the development of Information Advantage capabilities within the wider commercial sector is outstripping the MoDs ability to keep pace across people, process, money, technology and capability. This tempo will, if not addressed affect how the MoD and its force elements across all environments will deliver effective and efficient combat power in the contemporary operating environment. This is not just about technology-it demands all Defence Line of Development to be addressed in concert, which requires a root and branch re-assessment of how to deliver the organisational and mission outcomes being sought by operational users. The commercial environment and recent operational experience by commanders at all levels during the Long War offers an opportunity to implement the required Information Advantage culture and winning ways the MoD seeks. At present the MoD considers this to be fundamentally a technology-led requirement, however, experience from both commercial and the Long War indicate the contrary. It is a change which requires significant and enduring leadership with a commitment over a significant period of time (5 to10 years)-which will run counter to the majority of MoD career and human capital processes. These changes will also require the MoD to look outside its organisational structure for suitably qualified and experienced personnel and retain them for the duration of the implementation in order to foster a hold to account for both performance and delivery. The approach being recommended within this paper is readily available and requires the MoD to reconsider its approach toward the management, coordination and delivery of Information Advantage, which will be applicable to all environments, and particularly useful for the outlining of interoperability and coherency between the key MoD premise of precision strike, stealth and intelligence, surveillance and reconnaissance. It will also demand a root and branch change in MoD training methods of commanders and COS' at all levels to ensure they are sufficiently demanding of their C6ISR staff, rather than allowing these specialists to continue as members of an exotic tribe who frequently fail to understand the challenges of an information driven world. These new skill sets require a wider purview than just technology, deeper than telecommunications and more ambiguous than engineering. They demand multi-skilled people who can confidently operate in a world shaped by ambiguity during times of peril. The demand for 'arts' degrees will increase, as commanders become adept with social media, information management and fake news as they are with fire plans and operational orders. 2 Authors: Howard Tweedie-a DV cleared Portfolio, Programme and Project (P3M) practitioner with in-depth practical knowledge of delivering significant P3M initiatives in both Public Sector (Defence) and Commercial environment. His last public-sector appointment was the delivery of the UK MoDs Electronic Surveillance Centre both from an operational capability perspective and the delivery of appropriate Cyber Electromagnetic Activities (CEMA) policy to support organisational outcomes. This was followed up with operational tour to Sierra Leone defining the emergency response centre for the national security council for post Ebola recovery. Both these deliveries required significant interface with Partners Across Government and international partner agencies (most notably in the US). Since leaving the service Howard has been engaged as a consultant/advisor working for a range of technology organisations both nationally and international-specifically in the delivery of cloud-based information services and Information Assurance field. Howard has just completed a role in Special Projects supporting UK and US force elements for current operations in the Broader Middle East. Christiaan Hesse-a DV cleared P3M practitioner and Change Management expert who specialises in the planning, design and delivery of disruptive, high value/high impact programmes and projects. He specialises in working in uncertain, multi-stakeholder environments and building frameworks to turn 'big-picture' policy into requirements and work streams that generate observable benefits. He has worked in both the public and private sectors including UK MOD, Home Office and Foreign and Commonwealth Office and multinational corporations including brokering novel arrangements for teaming and contracting within the defence sector. Christiaan has worked in Western and Eastern Europe, the Middle-East and South America and is currently developing the benefits package and building the governance regime that underpins a Five Eyes programme to accelerate interoperability between Australia-Canada-New Zealand-UK-US cross-Government organisations.
Innovation and Creativity using Afghanistan Mission Network to inform the delivery go Information... more Innovation and Creativity using Afghanistan Mission Network to inform the delivery go Information Advantage
A presentation for an open source conference on Information Warfare within the Maritime Domain an... more A presentation for an open source conference on Information Warfare within the Maritime Domain and the necessary steps required to put in place and holistic plan to deal with the contemporary operating environment
The developments since the delivery of the Levine reforms and SDSR 15 and the requirements of the... more The developments since the delivery of the Levine reforms and SDSR 15 and the requirements of the National Strategy for Maritime Security published in 2014 demand a plan from the Naval Service which sees the development of an approach which is owned and managed by the organisation and commences the re-building of the Naval Service re-engagement with civil society such that it has a broader constituency than hitherto and brings to bare the fundamentals of maritime in the post BREXIT narrative
A review of RN capability implications as it engages the Information Warfare paradigm and its cas... more A review of RN capability implications as it engages the Information Warfare paradigm and its casual impacts on operational design and capability
The digital challenge for UK defence and how it needs to exploit information capabilities rather ... more The digital challenge for UK defence and how it needs to exploit information capabilities rather than CIS and platforms
Experiences of implementing AMN and applicability to the delivery of Information Advantage to the... more Experiences of implementing AMN and applicability to the delivery of Information Advantage to the UK MoD
The need of a strategic plan for the RN to ensure it engages with UK Society at large and meet it... more The need of a strategic plan for the RN to ensure it engages with UK Society at large and meet its national security outcomes is becoming critical. This plan should be in the first instance owned and developed by the RN and should review current outcomes and effects with a view as to how the RN will look both now and in the future.
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